The challenge
The canning operation in Cumbernauld is the oldest production line on the site and is scheduled to be replaced in 2026 as part of a site upgrade project. However, due to space constraints, this replacement is the final stage of the process. Despite its age, the canning line is considered one of AG BARR’s “power lines” due to its high volume and demand.
In Q3 2023, the can line failed to meet its OEE (Overall Equipment Effectiveness) target, putting the end-of-year OEE and volume goals at risk. This posed a threat of customer shortages and future stock-building concerns. A loss and waste analysis for Q3 identified the filler as the worst-performing asset on the line, with over 258 hours of downtime and exceptionally high reject rates.
To address these critical issues, a filler-focused improvement project was launched in Q4 2023, aiming to:
- Increase OEE by at least 5% to meet the end-of-year target
- Decrease the reject percentage to 0.1% or below
- Reduce downtime by addressing the top three loss contributors.
Industry
Beverage
AG Barr is a Scottish soft drink and energy drink manufacturer based in Cumbernauld, Scotland widely known for manufacturing the drink Irn-Bru. Ambitious and value driven, with strong consumer focus, AG Barr offers a diverse and differentiated portfolio of beverage brands that people love.
The solution
As part of AG BARR’s “Brilliance in the Making” strategy, all operational teams—including production, engineering, and quality—received introductory training on focused improvement, teamwork, and visual management.
A team leader from the canning line initiated a 12-week focused improvement project using DMAIC methodology to address the issues with the filler. The project began with a loss and waste analysis and a fishbone diagram exercise conducted with the Focused Improvement (FI) team to identify key areas for improvement. These areas were:
- Fobbing
The team employed structured root cause problem-solving, collaborating closely with the filler’s OEM to identify and resolve underlying issues. - Crushed Cans
Efforts focused on standardizing settings and securing sensor positions. Collaboration with the “Goods In” team was crucial in reducing incoming can damage. - Reserve CO2
Recipes were reviewed, settings were standardized, and improvement works were implemented on the CO2 feed system.
To ensure sustainability of the improvements, standard settings were established and incorporated into leader standard work audits. Additionally, standard operating procedures, one-point lessons, and troubleshooting guides were created and rolled out to the teams.
The project’s progress was reviewed weekly through FI governance meetings. The project lead and team members reported updates to the Site Steering Committee and flagged any areas where additional support was required.
The results
The focused improvement project delivered significant results on the filler of the can line:
This initiative not only resolved critical operational issues but also set a benchmark for continuous improvement within AG BARR’s production operations.
OEE on the can line increased by 12% with a record OEE of 65.78% achieved in Week 27
Reject rates dropped from 3% to 0.1% delivering an average weekly cost saving of approximately £5,000
Crushed cans were reduced by 52% since the project began
CO2 reserve faults decreased by 56%
From our clients
“Through focused improvement and empowering the team through “Brilliance in the Making” we were able to rapidly identify and address the issues causing the problems on the can line filler, ensuring that we met our OEE targets and delivered to our customers on time and in full. The improvement results we were able to achieve in a short space of time speak for themselves and have been a catalyst for driving our continuous improvement journey forward.”
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