1

–––

Training performed at BRACONGO

SUPERVISOR: ASST. PROF. Martina Nwajei

Name: GUSTAVE KALALA Department: Industrial

Engineering
Surname: MULOMBA Company Name: BRACONGO
Dates of the Training: 17/07/23 – 25/08/23 Student ID: 191703062
Faculty: Engineering Submission Date:

1
Table of content
1. Introduction................................................................................................................4
2. INFORMATION ABOUT THE COMPAGNY..............................................................5
2.1. PRESENTATION OF THE COMPAGNY...............................................................5
2.2. 2.1. BRACONGO CONTACT’S..............................................................................5
3. PROBLEM DEFINITION............................................................................................6
4. WORK-DONE............................................................................................................7
4.1. Define Phase..........................................................................................................7
4.2. Measurement Phase............................................................................................10
4.3. Analyze phase......................................................................................................12
4.4. Improvement /Innovate phase..............................................................................17
5. Project review..........................................................................................................23
6. Conclusion...............................................................................................................24
7. Appendices..............................................................................................................25

2
Abbreviations

Bracongo: Brasseries du Congo (Brewery of Congo)

DMAIC: Define Measure Analyze Improve Control
EBI: Empty Bottle Inspector
FBI: full bottle inspection
OOE: Overall Operating Efficiency
SMED: Single Minute Exchange of Dies
CIP: Clean-in-Place

3
1. Introduction

As part of the program aimed at meeting the requirements to pursue undergraduate

studies, an internship is particularly mandatory for students who are finishing their third
year and will be in the final year of their program. In my industrial engineering study
path at the Department of Industrial Engineering at GIRNE AMERICAN UNIVERSITY, I
was fortunate to obtain a 30-day internship at Bracongo in the process optimization
department.
We were tasked with improving the overall yield rate of production line No. 2. In
other words, it was about detecting the factors reducing productivity such as:
 Spraying in the dripping tower,
 Mass ejection,
 Jamming of containers at the exit,
 Caps blocking in the capper,
 Interval detection at the entry of the filler,
 Lack of containers at the entry of the filler,
 Cleaning,
 Crash at the entry of the filler.,

And to determine and implement the improving actions in order to increase the
performance of the line based on data collected:
An Excel tool for capturing micro-stoppages.
The performance report of Line 2.
The Excel file containing breakdowns recorded by station
It should be noted that this task took place from July 17 to August 25, 2023.
The internship is a period and a good opportunity for students to acquire practical
knowledge in their career and to create a link between the theory learned in classes and
their applications in the real world. Internships also help students recognize that they
have the ability to use what they have learned at school to solve real problems and
challenges that people face. Personally, I was able to understand many things included
in my career and even those that are not and that it is important to know them. I also
acquired other valuable skills from my supervisors during my internship period, such as
leadership skills, communication skills, interpersonal relationships, etc. In an industrial
process, waste in all its forms constitutes a significant and predominant source of loss
of productivity for the company.

4
In addition, the variability of a service rendered, or an article produced is the source of
customer dissatisfaction. Therefore, it is appropriate to implement a continuous
improvement approach within the industry to make it more responsive in a competitive
environment. Among the various existing continuous improvement approaches, the
Lean Six Sigma approach allows progress to be made based on a set of methods and
tools aimed at optimizing operation by reducing waste and improving quality by reducing
variability.

5
2. INFORMATION ABOUT THE COMPANY

2.1. PRESENTATION OF THE COMPANY

Founded in Kananga in 1942 under the presidency of General Alfred DUPONT, the
Congo Brewery (BRACONGO SA.) is a subsidiary of the “Boissons et Glacières
Internationales” (BGI) group. Today, it is led by Mr. Cyrille SECOND and is located on
Avenue Brasseries number 7666, Kingabwa district in the commune of Limete Ville
province of Kinshasa. BRACONGO SA is a food industry mainly involved in the
production and distribution of a range of beverages.

2.2. BRACONGO CONTACT’S

We can contact bracongo by:

 Email: bracongo.contact@castel-afrique.com
 Phone: +243815586874

6
3. PROBLEM DEFINITION

During my internship at Bracongo, I was given the opportunity to work on a variety of

projects that allowed me to apply the knowledge I’ve gained in my studies such work
study and quality control...etc. I was assigned to process optimization department where
i assisted their daily activity, analyzed data using software like Excel and Tableau,
assist to maintenance, lead morning meeting. I also had the chance to collaborate with
a diverse team of professionals, which helped me improve my communication and
teamwork skills. This hands-on experience has been invaluable in enhancing my
understanding of the manufacturing industry and has solidified my desire to pursue a
career in this field.
The focus of this report revolves around the optimization of Overall Equipment
Efficiency (OEE) within a brewery to 50% with a specific emphasis on its implications for
the packaging line, particularly L2. OEE, a critical performance metric representing the
ratio of actual beer production to the planned quantity on the packaging line, holds
multifaceted significance in the context of operational efficiency.
One key highlight in the report underscores the economic advantage of achieving a high
OEE. Beyond its role in maximizing beer production, optimal operational efficiency plays
a pivotal role in cost reduction. A streamlined production process ensures not only high-
quality beer but also economically produced beverages, taking into account both
material and labor costs. This dual focus on quality and cost-effectiveness significantly
contributes to the brewery's overall profitability.
Furthermore, the strategic importance of optimizing OEE is emphasized in its role in
meeting customer demand efficiently. In a dynamic market, a packaging line with a high
OEE, such as L2, enables the brewery to be agile in responding to increased demand.
This adaptability is particularly relevant in a context where superior quality is not just a
benchmark but a critical factor influencing consumer choices.
The project, conducted over 6 weeks from July 17 to August 28, 2023, within the
Process Optimization and Continuous Improvement department at BRACONCO,
demonstrates a commitment to achieving long-term efficiency gains. The primary focus
was directed toward enhancing the OEE of the packaging line, L2. This improvement
initiative involved a meticulous analysis of production data, enabling the identification of
bottlenecks and specific performance challenges unique to the line. Subsequently,
targeted corrective measures, ranging from machine adjustments to refined production
processes, were proposed for implementation.
Additionally, the report underscores the broader implications of OEE as a
comprehensive performance indicator in the industrial sector. Beyond its role in
profitability assessment and production efficiency, OEE serves as a valuable tool for
benchmarking against industry standards. The ability to compare OEE with industry

7
norms provides insights into the brewery's competitive positioning and identifies areas
for further enhancement.
The distinction between OEE (Overall Equipment Efficiency) and OER (Overall
Equipment Reliability) is noted, acknowledging the importance of both efficiency and
reliability in the production process. This nuanced approach ensures a holistic
evaluation, considering not only the efficiency of operations but also the reliability of
equipment.
On packaging line L2, the decision to equate OEE with OER serves as a strategic
simplification. Assessing the line based on a single performance indicator facilitates a
clearer evaluation of its overall effectiveness. The daily calculation of OEE across three
8-hour work shifts provides a snapshot of efficiency and allows for real-time
identification and rectification of inefficiencies, contributing to the dual objectives of
maximizing beer production.

8
4. WORK-DONE.

4.1. Define Phase

Problem Definition and Project Scope

The project's definition was achieved using the five W’s empirical questioning tool as
follows:
What? What is it about? This activity is an industrial project concluding a three-year
training program in the field of industrial engineering. The subject of this work is
conducting audits to increase the OEE performance currently averaging 41.78%
monthly. We need to propose actions to achieve an average of 50%.
Who? Who are the stakeholders in this project?
Principal beneficiary: Process Optimization department
Key actor: Gustave KALALA
supervisors: Elysée KAYEMBE and Jonathan NTIAKA
Personal resources: Line supervisor, production administrators, planner engineer,
operators, etc.
Where? Where does it take place? The issue to be addressed is within the environment
of machinery of bracongo (Line No. 2.)
When? The time allocated for this activity spans from July 17 to August 25, 2023,
during one and a half months.
How? Under what circumstances? We started with the problem-solving method most
commonly used in the field of continuous improvement, DMAIC, to solve this problem. It
involves following a structured process in 5 steps: defining the problem, collecting the
necessary data, analyzing the collected data, improving the system, and finally,
controlling the actions implemented to ensure their sustainability over time, determining
the causes of low OEE values, identifying and implementing solutions, and verifying
improvements over time.
Why? For what purpose? The purpose of this work is to enhance the OEE
performance indicator...

9
Guiding value
Below is the table of guiding values for the contribution of various items to the OOE. It is
based on these percentages that the actual performances of the lines will be evaluated
in 2023.

Values for Line Performances in 2023

G2
2023 –Guiding value G1 G3 G4 G5

Organization 6% 7% 8% 7% 6%
Logistic
6% 6% 7% 7% 6%
External causes
Breakdown 15% 12% 15% 15% 10%
Maintenance 8% 8% 8% 8% 8%
Capacity - - - 1%
Micro-stops 12% 12% 17% 12% 10%
OOE 53% 55% 45% 50% 60%
LP 58% 60% 52% 60% 66%
Objectifs / OOE(2023) 55% 55% 55% 55% 55%

10
 Current situation
Current situation of the first-quarter OOE is summarized by the following graph:
OOEs - Kinshasa
63%
58%
53%
48%
43%
38%
33%
28%
23%

jan fév mars avr mai juin juil août sep oct nov déc YTD 2022 2021 2020 2019 jan fév mars avr mai juin juil août sep oct nov déc YTD 2022 2021 2020 2019
2023 2023

0.46
L 0.49 0.47 0.45 0.48 0.47 NaN NaN NaN NaN NaN NaN NaN 0.47 0.39 0.38 0.36 0.37 0.52
143 5617 2693 8351 0017 6738 3912 67 7001 1376 3669 3845
4069 6580 9880 3880 7877 9738 1640 3383 6099 1085
5225 1018 5067 1039 5793 6383 652 9695 1397 2782

0.43
L 0.34 0.40 0.37 0.43 0.45 NaN NaN NaN NaN NaN NaN NaN 0.41 0.39 0.41 0.35 0.27 NaN
29 0267 7558 5751 2272 3362 2889 3 3780 3449 5495
1936 9809 5730 9515 2704 0482 8956 0914 5025
2308 2055 1506 1979 1899 193 6962 1482 4424

0.51
L 0.54 0.36 0.30 0.40 0.36 NaN NaN NaN NaN NaN NaN NaN 0.39 0.37 0.40 0.33 0.34 NaN
349 3786 2843 7602 4919 7595 4057 13 7107 2621 3464
9076 7086 0717 7324 3305 7613 1049 8728 5371
125 8067 6208 4762 592 0729 5703 9825 3621

0.43
L 0.43 0.44 0.45 0.43 0.41 NaN NaN NaN NaN NaN NaN NaN 0.43 0.37 0.39 0.36 0.33 NaN
489 9967 4678 0590 0805 8764 6240 79 4441 1057 3953
6302 1300 4757 8385 4701 2882 6487 8330 4103
4183 7525 9852 3402 1294 811 6157 5522 1657

0.57
L 0.56 0.60 0.60 0.59 0.52 NaN NaN NaN NaN NaN NaN NaN 0.57 0.53 NaN NaN NaN NaN
593 1862 2623 3610 4049 5010 8506 03
7310 9451 7840 9285 1494 1206
9462 9278 6726 3886 0666 4081

0.49
U 0.48 0.48 0.48 0.49 0.46 NaN NaN NaN NaN NaN NaN NaN 0.48 0.43 0.44 0.37 0.34 NaN
s75 8057 4358 4863 7164 3691 5153 67 3717 3200 5790
i 3798 4105 1398 2667 0815 4408 1904 2826 8079
n 1422 711 5707 6665 3063 9253 624 2452 739
e

0.55
O 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.53 NaN NaN NaN NaN
b 7
j
e
c
t
i
f

Objective
The set objectives were as follows:
Identify all bottleneck positions on production line No. 2 by the end of august 2023.
Quantify the impact of bottlenecks on the performance of the production line by the end
of June 2023.
Determine improvement areas and propose solutions to reduce downtime by at least
1% by the end of the internship.
Implement all selected solutions by August 22, 2023.
Familiarize oneself with the audit support tool used and propose an alternative solution
by August 22, 2023.

Project planning
The planning was based on the results of the performance analyses of line No. 2 during
the month of June 2023.

11
 Codes
Duration
Name of the task de Start End
(days)
tache
Investigate the root causes 18/07/202
Task 1 8 27/07/2023
of stoppages 3
28/07/202
Observations and analyses Task2 10 11/08/2023
3
Determination of 14/08/202
Task 3 9 24/08/2023
improvements 3
Evaluation of the 16/08/202
Task 4 5 18/08/2023
effectiveness of solution 3
Implementation of an 21/08/202
Task 5 5 26/08/2023
experimental plan 3
Table [1]
4.2. Measurement Phase

Overall Equipment Effectiveness (OEE)

Within the technical division of BRACONGO SA, overall equipment effectiveness is an
indicator used to assess the profitability of activities in an industry. This indicator
measures the company's capacity in both its production and manufacturing operations.
The use of this performance indicator offers several advantages in the industrial
environment, including:
Profitability evaluation
Analysis of production management efficiency
Comparison with industry standards
Identification of improvement opportunities
Planning and decision-making
A working day (total time) in production is divided into 3 shifts, with each shift lasting 8
hours. The available time is divided into:
Production time: operation of the line;
Downtime: stops of more than five minutes due to equipment malfunction;
Micro-stop time: all stops less than five minutes;

12
Organization time: quality controls, etc.;
Changeover time: format, tank, or product change;
Non-conformance time: sum of production times for non-conformities;
Planned downtime: CIP, cleaning, etc.
The determination of OEE is done daily. It helps identify production losses and analyze
their causes to implement an action plan for productivity improvement
In this phase of the project, we collected all the necessary data, enabling us to visualize
and observe some issues on Line 2. This phase allows us to assess the current state of
Line 2 and streamline the next steps. The data used in this phase included:

An Excel tool for capturing micro-stoppages.

The performance report of Line 2.

4.3. Analyze phase

The following passage provides a summary of the distribution of stops recorded on

production line No. 2 in June 2023.

"The performance of this line has increased for the second consecutive month. The
'organization' station (6.8%), the 'failures' rate (18.2%), and micro-stoppages (19.3%)
are high compared to the benchmark values, and they are the most penalizing elements
that have affected the performance.
The diagram above indicates that 80% of downtime is induced by the following stations.:
1. Micro-stops & and unknowns
2. bottle convoyer (TB)
3. Pasto
4. Packer (Crater)
5. Crate convoyer

13
6. Fillers (or Filling machines)
7. Empty Bottle Inspector EBI
The performance report of Line 2.

14
15
The performance report of Line 2.

16
4.4. Improvement /Innovate phase

1. “Micro-stoppage & Unknown “

Micro-stoppages and unknown causes constitute the most predominant category in
terms of recorded stops during the month of June 2023. They lead to up to a 19% loss
in the Overall Equipment Effectiveness (OEE). Micro-stoppages refer to short-duration
stops, with a maximum threshold set at 5 minutes. These types of stops include:

100%
18.0%

80% 6.4%
6.6%

60% 6.6%
7.1%
10.6%
40%
11.4%
13.8%
20%
19.4%

0%
TB Pasto Enc. TC Lav. B Sout. EBI Dépal. Autres

1. Spraying in the dripping tower

2. Mass ejection
3. Jamming of containers at the exit
4. Caps blocking in the capper
5. Interval detection at the entry of the filler
6. Lack of containers at the entry of the filler
7. Cleaning
8. Crash at the entry of the filler.

Capturing micro-stoppages

17
 Capturing micro-stoppages
1. Spraying in the Dripping Tower

1.1. Description of the Symptom

Massive spraying or spraying in the dripping tower (corresponding message
displayed on the screen) is used to spray the machine's table plate, stars, and
guide elbows to eliminate cork debris and dust.
1.2. Diagnosis
this event is programmed and occurs automatically, on average, every 22
minutes, causing a production stop of approximately 50 seconds.
1.3. Impact
These stops amount to approximately 4% of production time. For a 24-hour
production duration, the filler ceases production for 57 minutes. In June 2023,
545 hours of required production time were recorded
1.4. Solution
Given the significance of this event, the corrective action is to consider massive
spraying as downtime, i.e., subtract it from the required production time, resulting
in 54 minutes every 24 hours of production to get closer to the accurate efficiency
values.

18
2. Caps blockage in the capper

2.1. Symptom Description

During this event, the caps no longer circulate or are stuck in the chute or slide of
the capper or in the agitator's reservoir. This results in the machine stopping.
2.2. Diagnosis
The blockage is more or less recurrent depending on the quality of the caps
feeding the filler or the state of dirtiness of the slide due to the accumulation of
caps dust.
2.3. Impact
Its penalizing effect lies in the fact that the detection of this lack of caps
completely stops the machine. After the intervention, which takes more or less
twenty seconds, the machine starts to run gradually until it reaches its nominal
speed. In addition to a production stop, the blockage therefore induces a loss of
capacity.
2.4. Solution
Ensure regular cleaning of the corridor through which the corks circulate. The
cleaning is carried out during the period of format change, product change, CIP;
Discuss with the supplier about the quality of the goods supplied
From time to time observe the inside of the capper's reservoir to detect different
anomalies (accumulation of deformed caps)
3. Detection of intervals at the filler entrance

3.1. Symptom Description

A photoelectric detector located at the entrance of the filler stops the machine
when it detects a space between two bottles on the catch-up conveyor. The
control unit displays the message “The control at the entrance has triggered:
Filler
3.2. Diagnosis
The spacing between the bottles can be caused by the fall of one or several
bottles on the aligner. Thus, as all the bottles are not at the same height at the
level of the detector, the latter detects a void. The fall of the bottles can be
caused by: the lack of lubrication of the aligner’s chain and the incorrect
adjustment of the conveyor guides. A malfunction at the level of the regulation of
the conveyor speeds can also be the cause
3.3. Impact
19
 The detection of interval at the entrance of the filler induces a stop of the
conveyor. This results in a disruption in the feeding of the filler
3.4. Solution
 Regularly ensure a constant lubrication of the conveyors upstream of the
filler;
 Regularly ensure the correct adjustment of the conveyor guides according
to the format of the drinks in production;
 Ensure a correct regulation of the speeds of the conveyors upstream of
the filler
4. Lack of containers at the filler entrance

4.1. Symptom Description

During this production stop, the control unit displays the message “The container
stop has been closed by: Container Conveyor” then “Lack of containers at the
entrance”
4.2. Diagnosis
The lack of containers at the entrance of the filler originates from the upstream
machines such as the sorter and the mireuse.
4.3. Impact
This event does not cause a complete stop of the machine but a production stops
and a loss of capacity.
4.4. Solution
Ensure a continuous supply to the filler by improving the performance of the
upstream machines, mainly the mireuse and the sorter
5. Crash at the exit of the filler

5.1. Symptom Description

The crash at the exit of the filler is characterized by the fact that for one reason or
another the bottles collide and break at the exit of the filler. The control unit
displays the message “Jamming filler exit”.
5.2. Diagnosis
Such an event is the result of:
 Poor adjustment of the bottle guides;
 Accumulation of debris from previous crashes at the exit of the filler on the
filler’s inlet conveyor
 Lack of lubrication of the conveyor chains.

20
 5.3. Impact
Crashes at the exit of the filler are discrete events. It is therefore difficult to track
them, but it is obvious that the interventions they require impact the overall
performance of the machine.
5.4. Solution
 Ensure proper adjustment of the bottle guides;
 Ensure proper adjustment of the dividing worm;
 Ensure proper cleaning of the conveyors;
 Ensure proper lubrication of the conveyors
6. Crash at the entrance of the filler
6.1. Symptom Description
The crash at the entrance of the filler is characterized by the fact that for one
reason or another the bottles collide and break without being properly led to the
carousel.
6.2. Diagnosis
Such an event is the result of:
 Poor adjustment of the bottle guides;
 Poor proper adjustment of the dividing worm;
 Accumulation of debris from previous crashes at the entrance of the filler
on the filler’s inlet conveyor;
 Lack of lubrication of the conveyor chains.
6.3. Impact
Crashes at the entrance of the filler are discrete events. They are difficult to
track, especially since they do not directly stop the machine and are not
recorded. It is therefore difficult to track them, but it is obvious that the
interventions they require impact the overall performance of the machine.
6.4. Solution
- Ensure proper adjustment of the bottle guides;
- Ensure proper adjustment of the dividing worm;
- Ensure proper cleaning of the conveyors;
- Ensure proper lubrication of the conveyors.
- Change the tap configuration

2. “Excessive rejection at the inspector”

The excessive rejection at the inspector causes 7% of downtime in June. “Excessive
rejection at the inspector” is a station that groups together the stop events occurring at

21
the level of the mireuse, the sorter as well as the full bottle inspector at the exit of the
filler.
1. Mireuse(EBI)

1.1. Massive Ejection Causes

The causes of massive ejection within the mireuse are:
The quality (cleanliness) of the packaging;
Problems related to the machine environment (paper stuck to the camera or a
detector, etc.).
1.2. Diagnosis
The first cause of massive ejection is related to the quality of the containers feeding
the mireuse. This quality (cleanliness) problem can be of logistical origin but can
also indicate a malfunction of the bottle washer. The second cause listed is very
easily resolved and is part of the hazards due to the material of the mireuse but can
also indicate a malfunction at the level of the bottle washer.
1.3. Impact
In addition to causing a loss in electrical energy, soda, water, and human effort, etc.
Poor packaging qualities contribute to inducing a high line stop rate
1.4. Solution
 Consult with the logistics department regarding the quality of the bottles
provided;
 Ensure the correct operation of the bottle washer;
 Place an electrician operator.

2. Trieuse(EBI)
2.1. Cause of massive ejection
 The causes of massive ejection within the sorter are:
 The packaging (foreign bottles);
 Problems related to the machine environment (paper stuck to the camera or a
detector, etc.)
2.2. Diagnosis
The first cause of massive ejection within the sorter is due to the types of containers
feeding the sorter. This packaging problem (bottles foreign to the current production)
is of logistical origin. The second cause listed is very easily resolved and is part of
the hazards due to the material of the sorter but can also indicate a malfunction at
the level of the bottle washer
2.3. Impact

22
In addition to causing a loss in electrical energy, soda, water, and human effort, etc.
poor packaging qualities
2.4. Solution
 Consult with the logistics department regarding quality
 Ensure the correct operation of the bottle washer.

3. “Format Change “

1. Description
Between two successive different productions of soft drinks or beers, a sterilization
operation and format change occur, such as from 33 cl to 65 cl or from 30 to 50 cl.
2. Impact
This post induces a loss of useful production time in the first half. Each correctly
performed sterilization operation lasts more than 2 hours.
3. Diagnosis
 The prolonged stops of the format change are due to:
 The diversity of tasks to be performed;
 The significant number of circuit connections to be made;
 The non-existence of teamwork.
 The unnecessary movement of operators.

4. Solution
 Make the SMED method visual
 Set up a time organization:
 Reduce the movements of operators and maintenance workers by placing the
transformation tools near the machine.

23
5. Project review

Throughout the course of our industrial project, our managers have verified and
validated the analyses and diagnoses made (micro-stops, data collection). This has
allowed the adoption of the proposed solution on the recurring stop “Massive Spraying”
of the post “Micro stop and Unknowns”. To date, the proposed solutions concerning the
“Sterilization” of the “Format Change” post have not been adopted. They require the
joint organization of several services of the technical division of BRACONGO SA.
Following the short time allocated for the realization of this project, we were not able to
fully deploy Lean Six Sigma by the DMAIC method. Thus, we have not treated all the
identified bottleneck posts and implemented all the proposals made. In addition, we did
not address the “control” phase and properly close the project due to lack of time.

24
6. Conclusion

During the realization of this project, the results of our analyses allowed us to identify in
order of priority the penalizing positions and to precisely highlight their impact on the
efficiency of the line. In addition, we proposed operating ranges, actions, and areas for
improvement that would allow significant time savings. We also suggested modifications
to be made to production documents and the method of collecting production data in
order to better follow performance indicators. Due to the short time allocated for the
realization of this project, we did not fully deploy the DMAIC method of the Lean Six
Sigma approach. Moreover, a complete implementation of this method requires
resources that were beyond our work. Furthermore, Lean Six Sigma omits to consider
the satisfaction of workers, which is also a key factor in productivity in a company.

25
7. Appendices

Machinery design

[figure 1]

26
braCongo Buttery

[figure2]

27
Excel tool for capturing micro stoppage

28
[Figure 3]

29