Unified Problem Solving - KAIZEN 'note: before starting check for known solutions in peer

group operations'

Theme Indicator & target Start to End date -July ,Wk29 to Spet, Wk37 Members, Loss deployment
X X X Bolanle oladokun- Hbr Ota
X X X Mutairu - EM Ota
Initial value  = 108,000hl Average monthly X X X Tosin Olatula - PKM Ota
To Optimise Ota Brewery monthly Output
Target Value = > 140,000hl monthly X X X Lucky Binde- Regional Planner West
X X X Festus Aina- NPC
X X X Oludayo Folarin - RPM Mgr
1. Problem Description
Based on loss deployment, loss or waste identification describe the functional failure / phenomena
Visual

Ishikawa
Under utilization of Production capacity in Ota Brewery: Ota Pacakaging has the capacity to produce
140,000hl monthly but currently producing 104,000hl monthly from Packaging Line 3 & 6 daily ouput
5W & 1H 4. Countermeasures & Follow up results
hence throwing a shortfall of about 36,000hl impacting on demand plan and brew house output.
Define countermeasures for every root cause -> implement -> follow up results & act on anomalies

Others,

specify MOC

2. Understanding & Restore Basic Conditions

Understand the working principles & parameters -> describe failure mode -> restore (related) basic conditions Others,
Working specify
Select Current Week below ↓ Wk 22 Wk 23 Wk 24 Wk 25 Line under untilization
due to crew ,state of Principle
LAGER equipment & limited Drawing
SKU flexibility etc
Goldberg 60cl Botlle 2019 120,000 100,000 70,000 150,000 Parameters
33 Export - 60cl Btl 55,000 45,000 110,000 Check
More - 60cl Btl - - 80,000 Review of
Total Plan 175,000 145,000 260,000 150,000 Packaging Layout Map
Capability
Daily production plan Ota Development
Plan shows
1-Jun 2-Jun 3-Jun 4-Jun 5-Jun 6-Jun 7-Jun Total Line opportunity to Countermeasure Implementation Plan
do Amstel on Travel Chart What Responsible Plan Date Complete
Goldberg - 60cl Btl 15,000 35,000 35,000 15,000 100,000 Line 6 line 6 & increase
35,000 10,000 45,000 Line 3 TTX uotput Washer overhaul/restoration on line 6 Project Team July, 2020 July, 2020
33 Export - 60cl Btl

1) Washer overhaul/restoration on line 6. Re-training of PM/BD teachnicians and washer operators on infeed and discharge timing Mutairu(EM) Aug,2020 Aug,2020

2) Change in shift arrangment to allow for full week run on Line 3 and 6. Change in shift arrangment to allow for full week run on Line 3 and 6 Tosin Adetula (PKM) July, 2020 August, 2020

3) Limited Packaging Capability development plan seen opportunity & effect retrofit for Others, Retrofit/commissioning of Amstel RGB on Line 6 Tosin Olatula (PKM) August, 2020 September, 2020

Introduction of Amstel RGB on Line 6. specify Transfer of 1,400hl legend and 2,300hl Goldberg to Lagos & Ibadan respectivley Bolanle(HBr) August, 2020 September, 2020

4)PET daily output optimisation.

5. Standardisation & Rollout
5)Transfer of 1,400hl legend Monthly and 2,3006hl Goldberg weekly to Lagos & Ibadan
Standardise countermeasures, define who is responsible for the std, horizontally expand
respectivley
(as appropriate) & integrate in DCS
LINE 6 CREW 01-Sep 02-Sep 03-Sep 04-Sep 05-Sep 06-Sep 07-Sep 08-Sep 09-Sep 10-Sep 11-Sep 12-Sep 13-Sep 14-Sep 15-Sep 16-Sep 17-Sep 18-Sep 19-Sep 20-Sep 21-Sep 22-Sep 23-Sep 24-Sep 25-Sep 26-Sep 27-Sep 28-Sep 29-Sep 30-Sep
TEAM LEADER Tues Wed Thurs Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed
New Std, SOP
APEH MICHAEL N N N O O D D N N O O D D N N O O D D N N O O D D N N O O D
Shift re-arrangement &
standardization OPL
3. Root Cause Analysis OLOLADE OLUWASEUN
MOSES ASIMONYE
O
D
O
D
O
D
D
N
D
N
N
O
N
O
O
D
O
D
D
N
D
N
N
O
N
O
O
D
O
D
D
N
D
N
N
O
N
O
O
D
O
D
D
N
D
N
N
O
N
O
O
D
O
D
D
N
D
N
N
O

Poke Yoke
Identify possible causes based on failure mode(s) -> define hypothesis & verify -> link root causes to 4M's LINE 3 CREW 01-Sep 02-Sep 03-Sep 04-Sep 05-Sep 06-Sep 07-Sep 08-Sep 09-Sep 10-Sep 11-Sep 12-Sep 13-Sep 14-Sep 15-Sep 16-Sep 17-Sep 18-Sep 19-Sep 20-Sep 21-Sep 22-Sep 23-Sep 24-Sep 25-Sep 26-Sep 27-Sep 28-Sep 29-Sep 30-Sep
TEAM LEADER Tues Wed Thurs Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed
5-Why Analysis for Low production Output from Ota brewery
5 Why EMMANUEL APESIN O O O D O D D N N O O D D N N O O D D N N O O D D N N O O D
Possible Reasons ADEKUNLE ODERINDE D O O O O N N O O D D N N O O D D N N O O D D N N O O D D N
Description Uche Okoroafor N O OStart
O Planning D
O O O D N N O O D D N N O O D D N N O O D D N N O
Visual
Check

Check

Check

Check

Check

of the 5M1E Corrective

problem Why (1) Why (2) Why (3) Why (4) Why (5) Solution/Preventive action Owner Due date Status
actions
Select Current Week below ↓
Wk 46 Wk 47 Wk 48 Wk 49 management
Under planning NO
Wk 46 Lines 3 & 6 fully loaded after
the implementation of counter
Same crew used for crew Restructure the Increase manning strategically to Code LAGER
3 days Utilization of line YES
line6 during the week
YES
saturation
Man
team roster enable continuous running on line 6
PKM Aug., 2020 done
Verfication measurea Trigger Point
59223 Go ld b e r g 6 0 c l B o tlle 2 0 1 9 132,000 245,000 250,000 250,000
Sheet 11244 Life - 6 0 c l Btl
1. Retrofit the washer to do Amstel
Packaging line 6 Aged 11887 3 3 Exp o r t - 6 0 c l Btl 135,000 195,000 100,000 150,000
Carrier out RGB in order to increase line
Weekly output not carrier
commesurate with
YES YES
Twisting of carrier
YES chain & Machine/Method
focused mtce flexibility
PKM/EM July, 2020 done Daily production plan-WK47 Ota Line
Others,
Washer machine not chain transmission on the Washing 2. Institute 3monthly inspection
Weekly shedule transmissio
running at optimimum Machine regime 16-Nov 17-Nov 18-Nov 19-Nov 20-Nov 21-Nov 22-Nov Total
n system
speed 3. Carry out FIM
Go ld b e r g - 6 0 c l Bt l 37,500 20,000 37,500 37,500 37,500 37,500 37,500 245,000 Line 6
YES
Others, 3 3 Exp o r t - 6 0 c l B tl 30,000 30,000 30,000 15,000 30,000 30,000 30,000 195,000 Line 3 specify
Re-occuring Jams at Poor timing Re-training of PM/BD teachnicians
Low Low Packaging YES the discharge of YES skills by Man and washer operators on infeed and PKM/EM Aug,2020 continuous specify Standards developed
production daily ouput washer operators discharge timing
Output from Which standard Agreed with owner Responsible Complete
Ota
brewery Packaging line 3 03 shift standardization Tosin Adetula Tosin Adetula Yes
weekly output not Same crew used for crew Restructure the Increase manning strategically to
commesurate with
YES 3 days Utilization of line YES
line3 during the week
YES
saturation
Man
team roster enable continuous running on line 6
PKM Aug.2020 done
Weekly production plans to load the lines Tosin Adetula Lucky Binde Yes
weekly shedule
Transfer of 1400hl legend monthly and 2,300hl Goldberg weekly respectivley to Lagos & I Bolanle Bolanle yes

Key Learnings
1. Institute monthly & quaterly
YES
Low weekly output
YES
Low daily output
compared with the daily YES Faulty Muold blower Machine/Method
Replace faulty inspection regime
EM Aug-Sept 2020 done
1. Through drilling of root causes using the 5why tool open up other opportunities and sharing of good practice with sister brewery Awomama
from line 5 heating system 2. Include replacement of hesting
2. Review of PCDP shows the possibility Washer machine retrofit to do Amstel RGB with minimal cost.
sheduling og 50,000/day
system in the FIM shcedule

1. Reactivate brewhouse 2 to 3. Introduction of detailed production tracking & loss deployment system
Reduction of increase capacity and build in
Low brewhouse Only brewhouse 1 Longer process time in
YES YES Machine/Method Cellars process flexibility EM/Hbr Aug- Sept 2020 done
out currently being used cellars
time 2. Reduce the inspection time to
monthly on brewhouse 1
 Possible Reasons
Description
of the

Check
problem Why (1) Why (2)

Under planning NO

Packaging line 6
Weekly output not
commesurate with
Weekly shedule

YES

Low Packaging
Low daily ouput
production
Output from
Ota brewery
 Low Packaging
Low daily ouput
production
Output from
Ota brewery
Packaging line 3
weekly output not
commesurate with
weekly shedule

YES Low weekly output

from line 5

Low brewhouse YES Only brewhouse 1

out currently being used
 5-Why Analysis for Low product
Check

Check
Why (3) Why (4)

3 days Utilization of line YES Same crew used for

line6 during the week

YES Twisting of carrier chain

YES transmission
Washer machine not
running at optimimum
speed

YES Re-occuring Jams at the

discharge of washer
 Same crew used for
YES 3 days Utilization of line YES line3 during the week

Low daily output

YES compared with the daily YES Faulty Muold blower
sheduling og 50,000/day

YES Longer process time in

cellars
for Low production Output from Ota brewery

5M1E
Check

Check Corrective
Why (5)
actions

YES crew Man Restructure the

saturation team roster

Aged carrier Carrier out

chain & focused mtce on
YES transmissio Machine/Method the Washing
n system Machine

Poor timing
YES skills by Man
operators
 crew Restructure the
YES saturation Man team roster

Machine/Method Replace faulty

heating system

Reduction of
Machine/Method Cellars process
time
Solution/Preventive action Owner

Increase manning strategically to PKM

enable continuous running on line 6

1. Retrofit the washer to do Amstel

RGB in order to increase line
flexibility
2. Institute 3monthly inspection PKM/EM
regime
3. Carry out FIM

Re-training of PM/BD teachnicians

and washer operators on infeed and PKM/EM
discharge timing
Increase manning strategically to
enable continuous running on line 6 PKM

1. Institute monthly & quaterly

inspection regime EM
2. Include replacement of hesting
system in the FIM shcedule

1. Reactivate brewhouse 2 to
increase capacity and build in
flexibility EM/Hbr
2. Reduce the inspection time to
monthly on brewhouse 1
 Due date Status

Aug., 2020 done

July, 2020 done

Aug,2020 continuous
 Aug.2020 done

Aug-Sept 2020 done

Aug- Sept 2020 done

 Improvement Team / Kaizen (Coaching / Aud

Theme & Team:

Questions
Is the team clear on the problem that it is trying to solve at 3 levels: Practical Loss, KPI Loss, Cost impact and the target?
Preparation
Is the description of the problem clear enough to attempt to solve it i.e. the phenomena described in terms of: Function Fail
& Problem
Is this a known problem. Did they research their network, One2Share for information / solutions. If yes & the solution is pro
Description Is it clear from the problem and the competencies of the team that they are the right team, using the most appropriate meth

Understanding Is the problem area of the machine or process well understood by the team, or are they are developing that understanding i
Are they developing an understanding of the standards (basic conditions) e.g. settings, adjustments, performance indicator
&
Based upon a clear problem description and understanding of ‘How it Works’ can the team clearly define the Failure Mode?
Restore Basic
Has the team checked the known basic conditions and identified if there is a deviation from basic condition and if so, does
Conditions Are there missing ‘basic conditions’ standards which have an impact on the failure mode and if so are they now defined?

Is the team gaining an understanding of the real physical failures of the machine or process through logical reasoning?
Has the team clearly used the failure mode(s) as the start point for determination of the root causes?
Root Cause Analysis
Via root cause investigation; 5 Why hypothesis verification is the root cause(s) identified and are they able to switch it on an
Is the root cause defined to 4M and standard or system level (e.g. MAN, Machine, Method, Material, Maintenance, Planning,

Are there clear corrective and preventative countermeasures in place?

Counter -
Do they cover all aspects of the failures identified through 5 why analysis including; which system or standard failed? – are t
measures &
system identified?
Follow up As necessary have training materials been updated and delivered to people?

Was the result achieved for a long enough period that we have confidence to close the team?
Have preventive countermeasures been translated into the existing standards and systems?
Standardisation
Have sufficient standards and education been put in place to ensure sustainability?
&
Is the trigger point defined and tracked via DCS?
Roll out Is the effort required to sustain manageable within the constraints of the resources for the foreseeable future?
Can we exploit the success, has the solution been horizontally expanded and shared with your peer group?

Learning What did the team learn about applying the tools and methods, and how it helped to solve problems. Did they follow well th
Process Did the Pillar Team use the right approach and provide the right coaching and auditing support to ensure efficiency and spe

Scoring Scale
0 Not Done
1 Partially complete and /or complete with low level of quality
2 Complete with good quality

Improvement Team / Kaizen (Coaching / Aud

 Remarks from the coaching / audit

Identify the failure mode

Preparation
&
Problem Description

Understanding
&
Restore Basic
Conditions

Root Cause Analysis

Counter -
measures
&
Follow up

Check the resources required to sustain result

Standardisation
&
Roll out
Kaizen (Coaching / Audit Sheet)
Auditor(s):

Date: W32 W35

Scoring
Questions
(insert 0, 1 or 2)
actical Loss, KPI Loss, Cost impact and the target? 2 2 0 0 0
e. the phenomena described in terms of: Function Failure & if possible Failure Mode? 2 2 0 0 0
or information / solutions. If yes & the solution is proven, then did they directly apply it? 1 2 0 0 0
y are the right team, using the most appropriate methods and tools? 2 2 0 0 0
Score 88% 100% 0% 0% 0%

team, or are they are developing that understanding i.e. the Principle of Operation? 2 2 0 0 0
ns) e.g. settings, adjustments, performance indicators … related with the problem area? 2 2 0 0 0
Works’ can the team clearly define the Failure Mode? 1 1 0 0 0
re is a deviation from basic condition and if so, does it have an impact on the failure mode 1 2 0 0 0
n the failure mode and if so are they now defined? 1 2 0 0 0
Score 70% 90% 0% 0% 0%

e machine or process through logical reasoning? 2 2 0 0 0

ermination of the root causes? 1 2 0 0 0
ause(s) identified and are they able to switch it on and off? 2 2 0 0 0
N, Machine, Method, Material, Maintenance, Planning, Education…)? 1 2 0 0 0
Score 75% 100% 0% 0% 0%

2 0 0 0
sis including; which system or standard failed? – are there countermeasures to improve the
2 0 0 0

ople? 2 0 0 0
Score 100% 0% 0% 0%

nce to close the team? 2 0 0 0

ndards and systems? 2 0 0 0
ustainability? 2 0 0 0
1 0 0 0
he resources for the foreseeable future? 2 0 0 0
ed and shared with your peer group? 2 0 0 0
Score 92% 0% 0% 0%

w it helped to solve problems. Did they follow well the logic? 2 2 0 0 0

ing and auditing support to ensure efficiency and speed? 2 2 0 0 0
Score 100% 100% 0% 0% 0%

Coaching & Auditing Guidance TOTAL SCORE

*Define correct frequency of support & auditing depending on
complexity of problem & experience of Team 50% 96% 0% 0% 0%
*Coach and audit at the GEMBA

Kaizen (Coaching / Audit Sheet)

Remarks from the coaching / audit
 Unified Problem Solving - KAIZEN 'note: before starting check for known
solutions in peer group operations'

Theme Indicator & target Members, start & finish dates Loss deployment
X X Chinedu Uwajeh, Emeka Okara
To achieve consistent optimum output on the Packaging lines Initial value  = 80,000hl Average monthly X X Uduak-Abasi Davies
and Brewhouse Target Value = > 110,000hl monthly X X TemiTope Oluwanisola, Paul Ibe
X X Festus Aina, Oludayo Folarin
June, 2020-Oct, 2020
1. Problem Description
Based on loss deployment, loss or waste identification describe the functional failure / phenomena
Visual

Ishikawa
Under utilization of Production capacity in Awo-Omamma Brewery : Packaging Line 1& 3 daily ouput
limiting brewing in Brewhouse 5W & 1H 4. Countermeasures & Follow up results
Define countermeasures for every root cause -> implement -> follow up results & act on anomalies
Others,
specify MOC

2. Understanding & Restore Basic Conditions

Understand the working principles & parameters -> describe failure mode -> restore (related) basic conditions Others,
Working specify
Principle

Under utilization of lines 1 & Drawing

3 due to manning, RPM Parameters
limitation ,fixed SKUs on line
& state of equipment Check

Layout Map

Countermeasure Implementation Plan

Travel Chart What Responsible Plan Date Complete
Retrofiting of line-1 to run 60cl Project Team July, 2020 July, 2020
1) Retrofiting of line-1 to handle 60cl
Reduction of PM duration from 24 hrs to 8 hours on Line-3 Chinedu Uwajeh (PDM) August, 2020 August, 2020
2) Reduction of PM duration from 24 hrs to 8 hours on Line-3.
Others, RPM re-strategization. Oludayo Folarin (RPMM) August, 2020 August, 2020
3)Aba-Awo RPM re-strategization. specify Re-organization of manning structure on both lines Chinedu Uwajeh (PDM) August, 2020 September, 2020
4)Re-organization of manning structure on both lines. Tankering of 3,200hl Life Liquid weekly to Aba for bottling to allow continu Chinedu Uwajeh (PDM) Sept., 2020 Oct., 2021
5) Bottling of Life on Line 1. 5. Standardisation & Rollout
6)Tankering of 3,200hl Life Liquid weekly to Aba for bottling to allow continuous brewing in Awo Standardise countermeasures, define who is responsible for the std, horizontally expand
(as appropriate) & integrate in DCS
New Std, SOP
Shift re-arrangement &
3. Root Cause Analysis standardization OPL
Identify possible causes based on failure mode(s) -> define hypothesis & verify -> link root causes to 4M's Poke Yoke
5 Why
Visual
management
Planning production on
Verfication the 2lines simultaneously Trigger Point
on weekly basis
Sheet
Others,
Review of PCDP shows Others, specify
opportunity to do Life, Amstel &
TTX specify Standards developed
Which standard Agreed with owner Responsible Complete
1) Review of Packaging Capability development plan for see opportunity & effect retrofit 03 shift standardization Chinedu Uwajeh (PDM) Chinedu Uwajeh (PDM) Yes

2)Line 1 could only run 33cl bottle and could not be loaded every week because of limited RPM. Weekly production planning to load line 1&3 Chinedu Uwajeh (PDM) Uduak-Abasi Davies (RPM-East&North)Yes

Weekly tankering of 3,200hl of Life liquid to AbaChinedu Uwajeh (PDM) Chinedu Uwajeh (PDM) yes
3) Line 3 PM was 24 hours weekly because of limited RPM
Key Learnings
4) Shift arragement could not support running of the two lines continously every week. Review of RPM inflow within the region shows significant support for increased production .
5) Brewhouse was not brewing continuously because Packaging output could not create enough brewing
space for continuous brewing.
LINE 6 CREW 1-Sep 2-Sep 3-Sep 4-Sep 5-Sep 6-Sep 7-Sep 8-Sep 9-Sep 10-Sep 11-Sep 12-Sep 13-Sep 14-Sep 15-Sep 16-Sep 17-Sep 18-Sep 19-Sep 20-Sep 21-Sep 22-Sep 23-Sep 24-Sep 25-Sep 26-Sep 27-Sep 28-Sep 29-Sep 30-Sep
TEAM LEADER Tues Wed Thurs Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed
APEH MICHAEL N N N O O D D N N O O D D N N O O D D N N O O D D N N O O D
OLOLADE OLUWASEUN O O O D D N N O O D D N N O O D D N N O O D D N N O O D D N
MOSES ASIMONYE D D D N N O O D D N N O O D D N N O O D D N N O O D D N N O

LINE 3 CREW 1-Sep 2-Sep 3-Sep 4-Sep 5-Sep 6-Sep 7-Sep 8-Sep 9-Sep 10-Sep 11-Sep 12-Sep 13-Sep 14-Sep 15-Sep 16-Sep 17-Sep 18-Sep 19-Sep 20-Sep 21-Sep 22-Sep 23-Sep 24-Sep 25-Sep 26-Sep 27-Sep 28-Sep 29-Sep 30-Sep
TEAM LEADER Tues Wed Thurs Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed
EMMANUEL APESIN O O O D O D D N N O O D D N N O O D D N N O O D D N N O O D
ADEKUNLE ODERINDE D O O O O N N O O D D N N O O D D N N O O D D N N O O D D N
Uche Okoroafor N O O O O O O D D N N O O D D N N O O D D N N O O D D N N O
SKU Jan, 2020 Feb, 2020 Mar, 2020 April, 2020
33 EXPORT RB Crate 12x60cl NG 172,281 335,664 100,030
MORE RB Crate 12x60cl NG 218,122 204,892 134,060
Amstel Malta RB Crate 24x33cl NG 2020
GOLDBERG RB Crate 12x60cl C251 548,014 460,401 408,393 259,433
LEGEND RB Crate 12x60cl NG 2020
MALTINA PET Shrink 12x33cl NG 790,520 968,465 788,014 442,797
MALTINA Pineapple PET Shrink 12x33cl NG
AMSTEL Malta PET Shrink 12x33cl NG 2020
CLIMAX PET Shrink 12x25cl NG
CLIMAX PET Shrink 12x50cl NG V2
CLIMAX Red PET Shrink 12x50cl NG
FAYROUZ Citrus PET Shrink 12x33cl NG 56,849 253
FAYROUZ Pineapple PET Shrink 12x33cl NG 289,636 157,336 302,817 134,763
HI-MALT PET Shrink 12x25cl NG 170,640 156,201 153,987 151,595
MALTINA Vanilla PET Shrink 12x33cl NG
Monthly Acutal (cu) 460,276 370,386 456,804 286,611
Monthly Acutal (hl) 103,055 111,824 111,040 53,310
BCM Capacity (hl) 153,203 153,203 153,203 153,203

Ota Monthly productio

180,000

Impact
160,000
of
Covid-
140,000 19

120,000

100,000
Volume

80,000

60,000

40,000
Before
20,000

-
Jan, 2020 Feb, 2020 Mar, 2020 April, 2020 May, 2020 Jun, 202

BEFORE
 May, 2020 Jun, 2020 Jul, 2020 Aug, 2020 Sept, 2020 Oct, 2020 Nov, 2020
235,907 253,752 414,914 341,205 422,605 372,615 303,755
88,402 165,111 21,609 102,057 127,323 1,437
35,930 29,107
365,839 355,731 321,408 725,675 699,335 630,517 778,769
134,270 84,805
260,366 860,265 526,516 701,736 573,182 427,224 551,577
25,912 50,128
487 61,541
7,830 16,932
116,235 204,203 376,269 111,182 133,824 99,399 350,891
4,856
9,790 9,793
151,957 87,132 142,367 136,080 46,700 119,700
52,544 201,909 147,372 48,346
95,775 53,700
116,235 356,160 515,945 470,104 427,069 290,220 524,291
67,243 108,126 101,468 125,204 132,406 122,060 140,640
153,203 153,203 153,203 153,203 153,203 153,203 153,203

Ota Monthly production trend from 2020 t0 April, 2021 (hl) Target of 140k
hl Achieved

Impact End SARS Shortage in

of Protest preform
Covid- supply
19

FIM

020 April, 2020 May, 2020 Jun, 2020 Jul, 2020 Aug, 2020 Sept, 2020 Oct, 2020 Nov, 2020 Dec, 2020 Jan, 2021 Feb, 2021 Mar, 2021 Ap

AFTER
 Dec, 2020 Jan, 2021 Feb, 2021 Mar, 2021 April, 2021
345,511 585,056 440,935 396,926 577708
32,835 88771

1,076,708 648,649 601,578 885,170 818293

150,011
926,377 195,534 396,848 701,790 536231
108,817

139,804

9,184 136626
32,962
145,214
55,378
228,144 2,499,334 1,929,151 2,531,073 1,809,540
166,080 151,347 117,804 155,471 122,952
153,203 153,203 153,203 153,203 153,203

Shortage in
preform
supply

Result

Jan, 2021 Feb, 2021 Mar, 2021 April, 2021