Site Visit Report: 13 – 17 January 2020

20 January 2020

Client: Dashen Breweries Sites: Debre Birhan & Gondar Plants

Reason for the Visit: Consultants: Target Audience:

1. Task Force Support Priscilla Johannes Debre Birhan Plant

Group 3: Gondar Plant

2. Team Leader Training Priscilla Johannes
Steering Committee
Gondar & Debre Birhan
3. Steering Committee Meeting & Support Priscilla Johannes & Gavin van Wijk
Plants
4. Asset Care and Autonomous Maintenance Gavin van Wijk
Support & Shopware progress review

This is a consolidated site visit report, outlining CCIG and G van Wijk consulting engagements at Dashen Breweries
from 13 – 17 January 2020.
The purpose of this report is to:
1. Provide feedback on progress;
2. Highlight opportunities to improve and actions to be taken by the relevant Manufacturing Excellence
Implementation structures, individuals, and external consultants to progress the implementation of the
Manufacturing Excellence Best Practices at the respective Plants;
3. Highlight risks, if any, to be addressed to ensure the implementation of WCM is not compromised;
4. Communicate the approved planned visits for the following month.

1. Task Force Support – Change Management, 5MA and EHS:

 Debre Birhan Plant: 13 – 14 January 2020

 Gondar Plant: 16 & 17 January 2020

1.1 Objectives of the Task Force support were to:
ii. Follow up on the progress of the Change Management, EHS and 5MA implementation at the Debre Birhan
and Gondar Plants;
iii. Conduct walk-abouts and one-on-one coaching of the Plant Manager, HOD’s and Team Leaders/Supervisors
to establish Manufacturing Excellence capability and improved progress at the Plants;
iv. Attend the Daily Plant Review meeting to identify improvement opportunities;
v. Attend the Task Force meetings to review the effectiveness of these meetings and identify opportunities
for improvement;
vi. Identify the priorities and opportunities to improve 5MA and EHS in the departments of the DB and Gondar
Plants;
vii. Review adherence to departmental training process and plans;
viii. Raise risks and concerns to be addressed by the Task Forces and Departmental Implementation Teams.

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1.2 Debre Birhan Task Force Support:
1.2.1 Brewing Department:
1.2.1.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit
report:
i. Focus on progressing the implementation of EHS in Brewing;
ii. Develop the training plans for Brewing and ensure it’ communicated on time to all parties; Feedback:
Done. 100% of Operators trained in 5MA and 25% to date on EHS & Hazard Spotting and in progress
iii. Update the Brewing KPI’s to display the current KPI’s. It displayed the Sept KPI’s at the time of the
walkabout in Brewing; Feedback: Done
iv. Laminate the Brewing Layout used by Artisans to protect it from dust and make it easier to keep clean;
Feedback: It has been removed to the Artisan Office where is being used
v. Install wall plugs for each workstation to prevent to prevent electrical overload on plugs and remove
tripping hazards in the control room; Feedback: Done and tripping hazards in the office has been
eliminated
vi. Build a platform to support the bags at the dust collecting skid; Feedback: Done
vii. Develop the 5MA Standards, 5MA Rules and Responsibilities maps inclusively with the teams and display
it on the 5MA activity board; Feedback: In progress
viii. Adhere to the standard layout for the 5MA activity board;
ix. Display the PPE and Safety requirements for Brewing Feedback: Safety signs have been ordered and
awaiting delivery from Supplier in Addis
x. Take the 5MA implementation in Brewing to completion by focusing on creating spotlessly clean pilot
areas, demarcations, labelling and organizing, setting of standards and implementing 5MA Audits in
Pilot areas before moving onto the next pilot area for 5MA; Feedback: In progress
xi. Training of the Operators in Introduction to WCO, Introduction to EHS, Hazard Spotting and 5MA;
Feedback: 100% of Operators trained in 5MA and 25% to date on EHS & Hazard Spotting and in progress
xii. Break down the TF Master Plan into more detailed and smaller areas to progress the implementation of
5MA and EHS at departmental level. Further coaching will be done by the WCM team when back on
site; Feedback:
xiii. Conduct the weekly departmental Manufacturing Excellence meeting. Feedback: Weekly meetings have
taken place. 8 meetings took place in Nov and Dec according to the attendance register of the
Departmental Charter
1.2.1.2 Further Opportunities to Improve in Brewing Department:
i. Eliminate wastage going into the waste water treatment system, e.g. spent grain and yeast;
ii. Develop an emergency procedure for wastes and spillages with the Utilities team to eliminate the
impact on waste water treatment plant & the surrounding community;
iii. Continue having the weekly departmental meeting;
iv. Develop a roll out plan for 5MA to the rest of brewing plant ;
v. Address the remainder of the EHS implementation actions during the weekly departmental meetings
1.2.2 Packaging Department:
1.2.2.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit
report:

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i. Focus on implementation of EHS in Packaging, in addition to 5MA. PPE for entire Packaging Dept –
adherence 52%. Feedback: Good progress made. Only 1 person was seen without PPD during the
walkabout.
ii. Extend 5MA to Shine to create a spotlessly clean pilot areas, including washing/painting of walls.
Feedback: Feedback: This is in progress; the paint has arrived and the epoxy has been ordered.
iii. Re-label the shelves to align the label to the contents of the shelves. Feedback: Done
iv. Include 5MA on the inside of the cupboard in the workshop. Feedback: Done
v. Put cables in trunking to prevent tripping hazards. Feedback: Done
vi. Apply 5Ma in the shift artisan’s office. Feedback: Very good progress made. Draws need to be
addressed, the paper covering of the glass partitions for offices need to be removed and the doors
causing obstruction and free movement in the offices need to be addressed;
vii. Apply 5MA to the oil tanks in the Workshop. Feedback: Done
viii. Move all Packaging raw materials to inside the Raw Material Store for improved control and do the
allocation accordingly. Feedback: Plan in place for the installation of shelving
ix. Better order and organization at Keg Line is required. Feedback: In progress
x. Progress EHS and 5MA to Packaging Hall and develop a detailed plan for execution
xi. Layout for the 5MA activity board to align to the standard layout. Feedback: Not done yet. Awaiting
the boards.
xii. Take the 5MA implementation in Packaging to completion by focusing on creating spotlessly clean pilot
areas, demarcations, labelling and organizing, setting of standards and implementing 5MA Audits in
Pilot areas before moving onto the next pilot area for 5MA. Feedback: Not done yet and needs to be
the focus for the next month.
xiii. Training of the Operators in Introduction to WCO, Introduction to EHS, Hazard Spotting and 5MA.
Feedback: Very good progress made, but scheduled training had to be postponed to accommodate
unscheduled training that was not included in the integrated training plan for the site.
xiv. Break down the TF Master Plan into more detailed and smaller areas to progress the implementation of
5MA and EHS at departmental level. Further coaching will be done by the WCM team when back on
site;
xv. Conduct the weekly departmental Manufacturing Excellence meeting. Feedback: Good improvement
since previous visit. Weekly meetings have been conducted for the past 3 weeks.
1.2.2.2 Further Opportunities to Improve in Packaging:
i. Close out the opportunities to improve that is still outstanding from the Nov and Dec 2019 site visit
report;
ii. Conduct the weekly Departmental Manufacturing Excellence meetings and use the departmental
workbook to structure the meetings and the implementation of 5MA and EHS – this has to be done
diligently ;
iii. Address the further improvement opportunities listed to improve 5AM in the Packaging workshop – i.e.
remove the office doors that cause and obstruction, paint the walls, proper preparation of the wall
prior to painting of the walls and application of epoxy on the floors, remove the paper on glass
partitions between the offices, paint walls and frames of offices neatly, adhere to the standard layout
for the 5MA activity board approved by the SC;
iv. Develop a roll-out plan for 5MA for the rest of packaging, to create greater momentum and increased
benefits;
v. Ensure all training requirements are included in the integrated training plan and managed accordingly.
Refrain from cancelling scheduled training sessions to accommodate unscheduled training sessions

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since this will encourage the incorrect behaviour and could become a demotivating factor for those
who have adhered to the monthly training planning process.
vi. Develop a detailed EHS implementation plan to progress and extend the EHS implementation to more
than only PPE adherence. Use the EHS TRACC Manual as the guideline and adhere to the
implementation plan.
1.2.3 Quality:
1.2.3.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit
report:
i. More detailed planning for 5MA and EHS implementation aligned to the Master plan of the TF required
and adhere to implementation plan. Feedback: Done and needs to be implementation needs to be
executed according to the plan.
ii. Take the 5MA implementation in Quality to completion by focusing on creating spotlessly clean pilot
areas, demarcations, labelling and organizing, setting of standards and implementing 5MA Audits in
Pilot areas before moving onto the next pilot area for 5MA. Feedback: Good start was made with the
demarcation of equipment in the Lab. Coaching during the support provided guidelines for
demarcations which need to be implemented
iii. Layout for the 5MA activity board to align to the standard layout. Feedback: Not done yet. Apply the
approved standard layout for this board.
iv. Start the implementation of 5MA in the Lab with specific reference to proper cleaning and cleaning
tools and equipment. Feedback: In progress, but still require an intensive focus.
v. Install fire extinguishers on the wall and label it. Feedback: Done
vi. Put cables in trunking to prevent tripping hazards. Feedback: Not done yet. Visit Brewing to see and
apply the same process to reduce tripping hazards.
vii. Generate job cards for removal of Aircon and tap that is dripping in Micro Lab. Feedback: The job
card has been done, but the aircon has not yet been removed.
viii. Training of the Operators in Introduction to WCO, Introduction to EHS, Hazard Spotting and 5MA.
Feedback: In progress.
ix. Break down the TF Master Plan into more detailed and smaller areas to progress the implementation of
5MA and EHS at departmental level. Further coaching will be done by the WCM team when back on
site. Feedback: Done.
x. Conduct the weekly departmental Manufacturing Excellence meeting. Feedback: in progress.
1.2.3.2 Further opportunities to improve in Quality:
i. Re-do the demarcation for the laboratory equipment by adhering to the principles for demarcation;
ii. Close out the improvement opportunities listed in the December 2019 site visit report
iii. Remove the few old chairs and scrap from the lab; make up stainless steel base for gas bottle in lab
1.2.4 Engineering:
1.2.4.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit
report:
i. Demarcations to fit the size of the object to ensure neat arrangements in straight lines. Feedback:
Done
ii. Focus must be on Shine, Setting Standards and Sustain to take 5MA to completion in the Pilot areas.
Feedback: In progress.

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iii. Focus on the EHS implementation – First Aid, Slippery and steep surfaces at Mini Stores Containers, PPE
adherence etc. Feedback: Great progress in the building of the steps at the mini containers.
iv. Take the 5MA implementation in Engineering to completion by focusing on creating spotlessly clean
pilot areas, demarcations, labelling and organizing, setting of standards and implementing 5MA Audits
in Pilot areas before rolling out 5MA to other areas. Feedback: Very good progress on labelling,
demarcations, shadow boards for specialised tools, painting of the floors etc. Painting of the walls are
outstanding.
xi. First Aid Kit – equip it will all relevant first aid material and install in an appropriate place in the
respective workshops. Feedback: Awaiting delivery from Addis
xii. Populate the 5MA Planning board with all the relevant information to implementation provide guidance
and feedback with the teams. Feedback: Not yet done.
xiii. Break down the TF Master Plan into more detailed and smaller areas to progress the implementation of
5MA and EHS at departmental level. Further coaching will be done by the WCM team when back on
site. Feedback: Engineering team was not available at the time of the visit to review the
departmental workbook. This will be reviewed during the net TF support visit.
xiv. Conduct the weekly departmental Manufacturing Excellence meeting and Continue the training.
Feedback: Engineering staff were not available at the time of the visit to review the departmental
workbook
1.2.4.2 Further opportunities to improve in Engineering:
i. Develop a 5MA roll out plan for the rest of Engineering and Utilities with specific focus in the
Compressed Air room, Refrigeration Area. Boiler House;
ii. Improve the lighting in the Boiler House;
iii. Populate the 5MA planning board and use it for the purpose it was developed;
iv. Finalise the implementation of 5MA in the Storage containers with specific reference to the areas
outside the containers;
v. PUSH the TF to get small items required to speed up 5MA
1.2.5 Warehouse:
1.2.5.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit
report:
i. Training of the Operators in Introduction to WCO, Introduction to EHS, Hazard Spotting and 5MA.
Feedback: In progress.
ii. Break down the TF Master Plan into more detailed and smaller areas to progress the implementation of
5MA and EHS at departmental level. Further coaching will be done by the WCM team when back on
site. Feedback: The departmental workbook has not been used to date to provide structure and focus
to the implementation of Manufacturing Excellence and ensure effective weekly meeting.
iii. Conduct the weekly departmental Manufacturing Excellence meeting. Feedback: No evidence that the
weekly meetings departmental Manufacturing Excellence meetings are being conducted.
iv. Develop a detailed plan for the implementation of 5MA and EHS in the Warehouse Office and progress
the implementation according to the plan. Feedback: The departmental workbook has not been used
to date to structure meetings and the implementation of 5MA and EHS, despite numerous coaching
sessions on how to make use the workbook.
1.2.5.2 Further opportunities to improve in Warehouse:
i. Conduct weekly departmental meetings and use the departmental workbook to structure the meetings
and focus the outcomes of the meeting on progressing 5MA and EHS;

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ii. Finalise the implementation of 5MA in the storage containers to prevent it from becoming an area to
dump rubbish and unused material and equipment;
iii. Address the poor workmanship e.g. plastering of the wall, cement on the floors, loose window and
door frame, paint the walls and repair the broken cupboards and desk areas;
iv. Develop a detailed plan for 5MA and EHS and focus the weekly meetings on progressing the plan;
v. Plant Manager, WCM Expert and Specialist to support the Warehouse manager to address the priorities,
and escalate to the Operations Manager where required
1.2.6 Priorates to be addressed by the Debre Birhan Task Force:

No Actions to be addressed prior to the next visit Who? When?

Record the safety risks raised during the TF meetings on the Safety
1 asap
gap list used for the weekly safety meeting manager

Review the Service Level agreement of the Cleaning

Contractor and ensure the requirements and standard of Plant
cleaning improves. Include the Cleaning Contractor Manager Manager
2 asap
on site in the TF to ensure alignment, manufacturing
excellence principles are understood and improved delivery
and service to the departments are delivered

Ensure HOD’s adhere to the guidelines for the development and With
3 review of the monthly training plans and plan for the execution of TF immediate
the training according to the plan effect

Ensure the HOD’s use the departmental workbook to provide With

feedback to the TF and check for adherence to meeting Plant immediate
4
schedules, gap closure rate, progress against plan etc. and Manager effect
hold HPD’s accountable

Adhere to Leader standard work and collect comments on the Plant With
5 process Manager & immediate
HOD’s effect

HOD’s to start doing daily walkabouts to coach and ensure progress, With
6 improvement and adherence on practices that have been HOD’s immediate
implemented. effect

Display the Safety Signage for the Plants Safety

7 On arrival
Manager

WCM Expert & Specialist to schedule the TF support slots in the

Charles & Next TF
8 respective HOD’s outlook calendar to encourage awareness,
attendance and adherence to the TF support schedule; Tayu support

Apply Change Management principles to continue the

9 implementation of EHS, adherence to PPE and 5MA standards, rules TF & HOD’s continuous
and responsibilities, improvement actions etc.

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1.3 Gondar Task Force Support:
1.3.1 Quality
1.3.1.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit report:
i. More detailed planning for EHS implementation is required, aligned to the Master plan of the TF.
Feedback: Not yet done. The focus for the past month was to progress 5MA.
ii. Weekly departmental implementation meeting schedule needs to be adhered to. Feedback: Done and
good use of the departmental workbook to structure meetings, ensure progress and manage gaps.
iii. Quality department is ready to start the implementation of the 5MA activity board to aligned to the
standard layout. Feedback: Waiting for the 5MA Board to be delivered.
iv. Start the implementation of 5MA in the Lab with specific reference to deep cleaning of the Lab, the
cleaning tools, equipment and work surfaces. Feedback: Good progress has been made and needs to
continue, especially inside cupboards, draws, walls and floors.
v. Develop the 5MA Standards, Rules, 5MA responsibility map inclusively. Feedback: Needs to be adhered
to and to be displayed on the 5MA Activity Board.
1.3.1.2 Further opportunities to improve in Quality
i. Detailed planning for the implementation of EHS implementation is required, aligned to the Master
plan of the TF.
ii. Apply 5MA in the logbook & manuals & stationery cupboard -sorting, labelling, cleaning and proper
storage of logbooks and stationery;
iii. Develop a standard for the labelling of all the logbooks. Display the standard visually for compliance
and ease of reference;
iv. Create a shelf for the vacuum pump and micro lab manuals;
v. Ensure the Team Leader customises the 5MA Audit for the terminology to relate to Quality and conduct
weekly 5MA audits to ensure adherence to the 5MA standards and rules;
vi. Layout of the 5MA Activity board to align to the standard layout approved by the SC;
vii. Share with the DB Plant how the 5MA Audit has been incorporated into the QMS for the Plant;
viii. Develop relevant 5MA Standards and Rules for the different areas within the Lab.
1.3.2 HR
1.3.2.1 Progress to date:
vi. The enthusiasm of the HR Team and the good progress they made on the implementation of 5MA in the
Pilot areas are encouraging;
vii. The training of the Team Leaders in this department resulted in the drive to implement 5MA in HR as
well;
1.3.2.2 Further opportunities to improve:
i. Apply 5MA in the document cupboard and desk drawers in the HR Office;
ii. Remove the non-functional and broken blinds in the HR and Payroll Office;
iii. Repair roof leak and damaged ceiling in HR Office;
iv. Focus on deep cleaning of the HR and Payroll Office –painting of ceilings, walls and doors which are
very dirty, replacing of broken chairs, fixing of broken desk drawers, and ensure professional and
proper workmanship;
v. Trunking and cable ties for computer and network cables to prevent tripping hazards and neatness;

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vi. Fix broken lights in Payroll Office;
vii. Develop a cleaning schedule for the Offices, supply quality cleaning material, coach the cleaner to
improve the standard of cleaning and ensure proper cleaning and adherence to the cleaning schedule;
viii. Do the layout of the 5MA Activity Board layout according to the standard layout approved by the SC;
ix. Ensure active collaboration with HOD’s to develop Monthly training plan and push TF for results
1.3.3 Engineering
1.3.3.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit report:
i. More detailed planning at departmental level, aligned to the Master plan of the TF for 5MA & EHS is
required. Feedback: 5MA roll out plan in place and detail of the plan has been adhered to resulting
into good progress on 5MA in different
ii. Developing of the 5MA action plans to finalise the translation of the 5MA training onto the shopfloor
and finalise the 5MA implementation in pilot areas that were started during the training of the teams,
e.g. improvements to be done, 5MA Standards, 5MA rules, Activity Board, responsibility maps etc.
Feedback: Done. The training of the teams kick-started the roll-out to the different areas and the
trainer (Attie) put a lot of effort into the planning and delivery of the training especially the areas for
the practical 5MA exercises. Excellent progress in the pilot areas where modifications have been done
to have better space utilisation to facilitate better storage, a major improvement inside lockers and
Engineering staff clearly understand the application of the 5MA principles.
iii. The Implementation of EHS – e.g. Selection and training of First Aider and the First aid kits contents,
positioning etc. Feedback: Not yet done and now needs to receive the same focus 5MA rceived.
iv. 5MA implementation in Engineering Manager’s office. Feedback: Done.
v. RCA for continued equipment failures – e.g. Spent Grain Drive - Feedback: Not followed up on. Will
follow up on this during the February visit.
1.3.3.2 Further opportunities to improve in Engineering:
i. Conduct weekly departmental meetings to address the many overdue actions and continue to focus and
drive on the implementation of 5MA and EHS. During the past 9 weeks, 4 meetings were held and 5
cancelled. If unforeseen circumstances prevented the meeting from happening in its scheduled
timeslot, re-schedule the meeting for another day to ensure weekly meetings take place;
ii. Revised the EHS detailed implementation plan to ensure all the overdue implementation actions are
addressed and progress is made;
iii. Provide one-one-one 5MA coaching for the 7 people whose schedule do not allow them to attend the
class room training to ensure they understand and apply the principles in their respective work areas;
iv. Do the layout of the 5MA activity boards according to the standard layout that was approved by the SC;
v. Customise the 5MA audit, 5MA standards and 5MA rules for the different areas in Engineering to ensure
the audit addresses, follow-up and relates to the specific process e.g. the 5MA audit for the satellite
store will differ from the 5MA audit for the CO2 Plant, Garage, Water treatment plant etc.
vi. Team Leaders to use the customised 5MA audits to conduct their weekly 5MA audits;
vii. Do regular locker inspections to ensure standards are adhered to;
viii. Focus on the deep cleaning of the Satellite Store and Welder and Machinist Office while carrying on
with the sorting and clearing of all areas at the Garage;
ix. Make a list and obtain the necessary authorisation to dispose of the all broken and unutilised assets,
equipment and scrap at the Garage, e.g. forklifts, trucks, other vehicles, scrap etc. that takes up
space. Escalate the issue to the necessary level in the Organisation that need to authorise this;
x. Cover the electrical board at the Garage. Currently a huge safety risk;

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xi. Continue the sorting and clear up of all the stores and work areas at the Garage;
xii. Put all electrical wiring in different areas in Engineering in trunking;
xiii. Replace all broken chairs and doors in stores and offices;
xiv. Address the flooring, lighting and electrical cables in the Tyre Service Man’s Office.
1.3.4 Warehouse:
1.3.4.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit report:
i. Address all the critical safety related issues that were pointed out during the support visit to prevent
fatal incidents, show active commitment to People’s safety and kick-start the EHS implementation.
Feedback: Done.
ii. Finish the Sorting that was started on 5MA in the Manager’s Office & warehouse office during the
support visit and start focusing on the deep cleaning and correct storage allocations and demarcations
in these areas. Feedback: Good progress on sorting. The need for still cleaning remains. The focus
was on sorting out the outside offices which were overflowing with documents that are outdated and
past the 6-year period to retain documents. The sorting and discarding of the outdated documents
resulting into an additional available office.
iii. Develop the detailed plan to further progress the implementation of 5MA and EHS in the Warehouse
aligned to the TF Master Plan and meet weekly to drive the implementation of Manufacturing
Excellence at departmental level. Feedback: In progress.
iv. Develop the training plan for the Warehouse, adhere to it and communicate with the Training Officer
to arrange logistics etc. Feedback: Done and needs to be done on a monthly basis.
1.3.4.2 Further opportunities to improve in Warehouse:
i. Acquire authorisation for the disposal of documents that have exceeded the 6 years document
retaining policy and dispose accordingly;
ii. Cabling for all electrical, computer and network cables;
iii. Conduct weekly departmentation meetings to keep the focus on manufacturing excellence and t ensure
step by step progress;
iv. Paint the warehouse office and remove all unnecessary and unusable equipment;
v. Close the open water channels right around the Warehouse Office to improve safety and prevent
tripping accidents;
vi. Mange the garden contractor assigned to the Warehouse to improve the condition of the garden and
create a pleasant working environment;
1.3.5 Packaging
1.3.5.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit report:
i. The detailed 5MA implementation plan that was developed with the Packaging Manager during the
support visit needs to be reviewed with the Packaging Implementation team for buy-in and execution.
Feedback: Done and strictly adhered to. The result and progress is visible on the shopfloor and need
to continue.
ii. More detailed planning, aligned to the Master plan of the TF for EHS implementation is required.
Feedback: Not done yet. The focus was on PPE and 5MA. During walkabout only 6 of the 51 staff in
Packaging was observed to not adhere to PPE. PPE compliance was 88%, a major improvement from
the previous month’s observation.
iii. Continue with 5MA by focusing on deep cleaning and storage and demarcations and address the
improvement actions that will conclude 5MA in pilot areas – 5MA action plan. Feedback: Ongoing
process with remarkable progress during the past month. 5MA roll out plan is in place and adhered to

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and the improvement is visible on the shopfloor. More improvement opportunities were identified
and shared with the Packaging Manager and Team Leader and listed below.
iv. Developing of the 5MA Standards, 5MA rules, Activity Board, responsibility maps for the pilot areas to
sustain 5MA. Layout for 5MA activity board to align to the standard layout. Feedback: Not yet done.
Waiting for the boards to be delivered.
v. Apply Change Management principles to implement EHS with regards to PPE adherence of Packaging
staff including HOD’s and Team Leaders. Feedback: Improvement in PPE adherence was visible
during this visit and needs to continue.
vi. Visual displays for PPE signage to create awareness of PPE requirements and encourage adherence.
Feedback: Not done yet. Waiting the for safety signs to be delivered.
vii. Conduct weekly manufacturing excellence implementation meetings at Departmental level – currently
very poor adherence to the weekly meeting schedule and drive the detailed implementation according
to the TF master plan. Feedback: Done. The attendance register of the Departmental workbook is
evidence of these meetings taking place and the progress as a result of the focus and follow-up during
the meetings is visible on the shopfloor.
viii. Adhere to the training plan for the department and inform the Training Officer of any changes to the
plan timeously. Reschedule the training for the Operators on Intro to WCO and 5MA. Feedback: In
progress and continuous.
1.3.5.2 Further opportunities to improve in Packaging:
i. Continue to focus on the adherence to PPE – this has improved but still far too many people don’t
take this seriously ;
ii. Continue with weekly manufacturing excellence meetings at departmental level;
iii. Manage the cleaning contractor and cleaners more effectively. Assign cleaners to designated areas
for better control, removal of cullet from the floor and overall cleanliness of the Packaging Hall;
iv. Develop a detailed plan to implement EHS and focus on more than just adherence to PPE, e.g. risks,
legal compliance, first aid and first aiders as set out in the TRACC manual;
v. Identify a central place and a control process for specialised tools instead of in someone’s draw;
vi. Agree on the maximum number of crates and demarcate at the different machines in the Packaging
Hall, i.e. at EBI, EBI Camera, EBI G-liner area, crate washer etc. and monitor compliance on a daily
basis;
vii. Demarcate pallet at the Crown Cork Hopper;
viii. Remove full and overflowing cullet bins from the line;
ix. Reposition the spout for the crate washer discharge water to run directly into the drain and not on
the floor;
x. Ensure all drains are covered to prevent unsafe condition around the machine areas;
xi. Fix all water and steam leaks to reduce costs;
xii. Customise the 5MA audits to be applicable and relevant for the different areas in Packaging where it
will b used, e.g. Packaging Hall, Satellite Stores, Packaging Office, Chemical Stores etc.
xiii. Close all open drain covers in the hall
1.3.6 Brewing
1.3.6.1 Feedback on addressing the Opportunities to improve documented in the December 2019 Site Visit report:
i. Continue the 5MA in the Brewing Department to focus on deep cleaning and storage allocations and
demarcations. Feedback: Not done. Not much progress since the December visit. No departmental
implementation meetings have taken place during the past 4 weeks, resulting into a lack of progress

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and lack of focus on 5MA specifically. What is encouraging is the sense of urgency that was displayed
by the Team Leader when opportunities for improvement were pointed out. Some of these
improvements were addressed immediately and gave a commitment to address all the improvements.
ii. Focus on the implementation of EHS. Feedback: Not done yet.
iii. Rework the training plan for December and pull in other Internal trainers e.g. Systems Manager and
Safety Manager to train the team. Feedback: Training did take place but did not translate into much
improvement on the shopfloor due to lack of focus and follow-up.
iv. More detailed planning aligned to the Master plan of the TF for 5MA & EHS is required. Feedback:
Done but not adhered to. Requires intensive focus during the next month to get back on track
v. Adhere to the training plan and communicate any changes to the Training Officer for feedback to L&D
Manager for calculation of training stats. The training officer does not have all the plans. Feedback:
Adherence to the training process needs to improve and become part of the monthly routines of this
team.
vi. Conduct weekly departmental meetings to progress the implementation of 5MA and EHS. Feedback:
No departmental implementation meetings have taken place during the past 4 weeks, resulting into a
lack of progress and lack of focus on 5MA specifically.
1.3.6.2 Further opportunities to improve in Brewing:
i. Conduct the weekly departmental manufacturing excellence meetings – out of 9 weeks, only 3
meetings were held and this is further evident in the many opportunities Brewing needs to improve
on;
ii. Install the 5MA Activity Boards for the different pilot areas and adhere to the standard layout
approved by the SC;
iii. Use the departmental workbook more effectively to provide focus and structure for the
implementation of manufacturing excellence in Brewing;
iv. Team Leaders to customise the 5MA Audits to be applicable for the different areas/sections within
Brewing – e.g. Control room, Malt Satellite Store, Filtration, Brew House, TL Office etc.
v. Team Leaders to conduct weekly 5MA audits, using the customised audit forms to ensure improved
order and cleanliness;
vi. Focus on deep cleaning of all the pilot areas – lighting, painting, removal/replacement of broken
material and equipment to restore the areas to an “as new state”;
vii. Manage the cleaning contractor and provide quality cleaning material, chemicals and equipment to
ensure a proper and professional cleaning service is provided;
viii. Control Room:
a. Remove the dirty and broken blinds and rails in the Control Room to provide more light and
visibility of the equipment in the Brew House;
b. Re-arrange the light fixtures to distribute the light evenly and create more light in the Control
Room;
c. Request Engineering to make covers for the electrical cables at the Brewhouse Operator Control
Panel;
d. Use cable ties to re-organise computer and electrical cables that are currently all tangled up and
Install trunking for the floor areas to prevent tripping hazards;
e. Paint the walls and ceiling and ensure the contractor delivers professional and proper
workmanship;
f. Paint the door (and door frame) leading from the Control Room to the Brew House;

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g. Remove all aircons and re-position the new aircon to make space for the desks to be positioned
against the windows for improved visibility of the equipment in the Brew House;
h. Cover the trunking where the covers are missing and electrical cables are exposed;
i. Manage the cleaner to ensure proper cleaning is done al over
ix. Brew House & Filtration Areas:
a. Either replace or remove the non-functional shower in Brew House;
b. Use buckets, mops and brooms to clean the floor areas instead of water and hoses to save water
and improve the water usage KPI of the Brewery;
c. Install transparent roof plates to bring mor natural light into the Filtration Area. It is quite dark
and visibility is poor;
x. Team Leader Office:
a. Sorting and Labelling of Files in the File Cabinet. Set a standard (font size, font and positioning
of the label) for the labelling of the files and ensure adherence to it;
b. Conduct regular locker inspections to ensure hygiene is maintained;
c. Paint the walls of the office – very dirty.
xi. Satellite Malt Store:
a. Intensive focus and major improvements are required for this area;
b. Remove unneeded pallets and only have enough pallets to move the bags to the hopper;
c. Re-locate the processing of the empty bags to an alternative area to make space for the proper
stacking of the malt and improved layout of the store;
d. Demarcate the store to ensure and improve adherence;
e. Introduce a maximum stacking height in the store to prevent injuries and accidents and make it
visible to communicate the standard and ensure adherence;
f. Install transparent panels in the roof to bring more natural light into the store for improved
visibility;
1.3.7 Priorities to be addressed by the Gondar Task Force:

No Actions to be addressed prior to the next visit Who? When?

1. Improve the natural light by installing transparent roof

sheeting in the production areas to improve the overall light Task Force asap
and visibility and reduce electricity usage

2. Save the Task Force Charter in a central place on the network Systems 22 Jan 2020
for all HOD’s to access to address actions assigned to them Manager
and do the necessary preparation for the TF meeting

3. Develop a draft disposal policy and circulate to all SC Task Force 3 February
members per discussion and approval at least 1 week prior to 2020
the SC meeting to ensure SC members can review and prepare

4. Present the draft disposal policy to the SC in Feb for review Gondar Plant 10 Feb 2020
and further actioning Manager

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5. Review the Service Level agreement of the Cleaning Plant asap

Contractor and ensure the requirements and standard of Manager
cleaning improves. Include the Cleaning Contractor Manager
on site in the TF to ensure alignment, manufacturing
excellence principles are understood and improved delivery
and service to the departments are delivered

6 Liase with the Projects Team to upgrade the training facility Plant asap
as part of the expansion project on site Manager &
TD

7 Use a gap list to record the daily actions and gaps during the Plant With
L3 daily meeting and use the projector for HOD feedback Manager immediate
effect

8 Ensure the guidelines for the development and review of the monthly TF With
training plans are adhered to and executed according to the training immediate
plan by HOD’s effect

9. Ensure the HOD’s use the departmental workbook to provide Plant 21 Jan 202
feedback to the TF and check for adherence to meeting Manager onwards
schedules, gap closure rate, progress against plan etc. and
hold HPD’s accountable

10. To reduce electricity usage, ensure the natural light in Brewing, asap
especially Filtration and where possible in Packaging is Packaging
increased. Include in expansion project if possible. and Plant
Manager

11 Adhere to Leader standard work and collect all comments on Plant 21 Jan
the process Manager & onwards
HOD’s

Ensure that all the improvement opportunities relating to the TF are immediately
recorded in the TF gap list and the improvement opportunities for Plant Manager
12
the departments in the relevant departmental workbook for progress & HOD’s
and gap closure

HOD’s to start doing daily walkabouts to coach and ensure progress, immediately
13 improvement and adherence on practices that have been HOD’s
implemented.

Display the Safety Signage for the Plants Safety On arrival of

14
Managers safety signs

WCM Expert & Specialist to schedule the TF support slots in the 2 weeks
respective HOD’s outlook calendar to encourage awareness, prior to Feb
15 attendance and adherence to the TF support schedule; Charles & Tayu
2020
support visit

16
Take the preparation of the Monthly training plan seriously and get
HOD’s Immediately
the plan to HQ timely

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Apply Change Management principles to continue the

Plant Manager Continuous
17 implementation of EHS, adherence to PPE and 5MA standards, rules
& HOD’s
and responsibilities, improvement actions etc.

2 Outcomes of Team Leader Training conducted during December 2019:

Below the actions extracted from the December 2019 site visit report which to date have not been addressed yet
at both Plants.

2.1 Actions to be addressed by the Gondar & Debre Birhan Team Leaders, Supervisors and HOD’s

No Actions to be address prior to the next TL training session Who Due dates

Obtain the copy of the Skills Assessment for Team Leaders and assess
1 HOD’s 31 December 2019
the current skills of the Team Leaders and Supervisors

Conduct a one-on-one discussion with the Team Leaders and

Supervisors to compare the skills assessment done by the Team
2 Leader/Supervisor during the training and the skills assessment done HOD’s 31 January 2020
by the HOD and agree on the priorities for the Individual’s
Development.
Team Leaders
Develop an Individual Development Plant (IDP) for the development and Supervisors
3 priorities that were agreed with the HOD and present to the HOD for with support 15 February 2020
sign off and communication with HR from HR

Monthly from
Review the progress on the IDP of the team leaders during the monthly
4. HOD’s February 2020
one-on-one discussions which will form part of the HOD’s Work.
onwards

Facilitate the development of 5MA Standards and 5MA Rules for Team Leaders
5. 20 Dec 2019
teams of the Pilot Areas of the respective departments. and Supervisors

Facilitate the development of the 5MA Responsibility Map with Team Leaders
6. 20 Dec 2019
the teams of the respective pilot areas. and Supervisors

Customise the generic 5MA Audits for the pilot areas of the
Team Leaders
7. respective departments that were provided during the TL 31 Dec 2019
and Supervisors
workshop.
Immediately after
Conduct weekly 5 MA Audits in the pilot areas and provide the the training and on
audit feedback to the respective teams. Team Leaders a weekly basis
8.
and Supervisors from 16th
December 2019
onwards
Immediately after
Develop action plans to raise the level of Safety and 5MA in the the training and on
respective pilot areas to include deep cleaning, proper shining, Team Leaders a weekly basis
9. correct storage and demarcation to create a “centre of and Supervisors from 16th
excellence’ for Safety & 5MA December 2019
onwards

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Follow up on the execution of all the points of this action plan

Continuous from
to ensure Team Leaders apply the 5MA tools they have been
10. HOD’s 16 Dec 2019
trained in, on the shopfloor and coach team leaders and onwards
supervisors

3 Steering Committee (SC) Meeting @ Addis Ababa Office: 13 January 2020

3.1 Objectives of the Support:
i. Attend the monthly SC meeting to review the overall progress, the functioning of the Steering Committee
and improvement opportunities;
ii. Provide guidance, support and coaching during the meeting;
iii. Agree on the project priorities for the following month & Actions to be addressed by the SC.

3.2 Progress to date:

i. The monthly meeting was an improvement on the previous one in terms of structure, KPI and Practices
review, risk management, review of the communication plan.
ii. Plant Managers provided feedback on the progress of KPI’s and Practices of their Plants.
iii. Risks have been reviewed and communication requirements for the following month have been agreed.
3.3 Feedback on the Steering Committee addressing the actions documented in the December 2019 Site Visit
report:

No Actions to address prior to the next SC meeting Who Due dates Feedback

KPI Feedback: Plant Managers to include root causes for

not achieving Plant KPI’s and corrective actions taken to Plant Next SC
1 Partially done
prevent re-occurrence; only address priorities and save Managers Meeting
time

KPI Feedback: Plant Managers to ensure the correct Plant Next SC

2 ?
calculations and targets are used in the KPI feedback Managers Meeting

Plant Managers to present the feedback of Manufacturing

against the Master Plans of the Task Forces and to use the
correct Master Plan for feedback, i.e. Master Plan that Plant Next SC
3 Not done yet
includes AC, ATM & Shopware and ensure alignment Managers Meeting
between Master Plan and Integrated Training Plans for the
Plants

Feedback on risks and counter measures as well as

communication plan to be included in the Plant Managers’ Plant Next SC
4 Not done yet
feedback on progress of Manufacturing Excellence at the Managers Meeting
Plants

Circulate the documents relating to “EHS Culture Journey”

Gondar 13
(EHS 2ST4) and “The Tagging Process” (5MA – 2ST6) for
5 Plant December Not done yet
Dashen to the rest of the SC members for comments and
Manager 2019
review and decision making before the next SC meeting

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The implementation of Autonomous Maintenance to be re-

Gondar &
6 scheduled to accommodate current commitments and March 2020 Done
DB Plants
availability of resources

Include the feedback and perceptions of trainees, into the Next SC

7 Mesfin Not done yet
monthly training feedback presentation meeting

Develop and publish the 1st News Flash for Gondar & DB Charles & 15 Dec
8 Not done yet.
Plants Tayu 2019
Plant 20 Dec
9 1st News Flash for Plants to be translated into Amharic Not done yet
Managers 2019
Coach the Plant Administrators in the use Publisher to take Charles 15 Jan
10 ?
over the responsibility for the News Flash Nkondola 2020

3.4 Opportunities to improve the functioning of the Steering Committee and overall progress of Manufacturing
Excellence:
i. Address the above mentioned actions that have not been closed out yet;
ii. Plant Managers to support the feedback presentations with visual evidence (photos) of progress;
iii. Continue to include walkabouts of pilot areas at the Steering Committee meetings that will be held at the
Plants;
iv. TD to hold Plant Managers accountable to execute the action plans of this site visit report;
v. WCM Expert and WCM Specialist to follow up on the progress of the actions in this report, coach HOD’s where
required and escalate non adherence, poor progress and support of the TD for support;

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4 Maintenance & Autonomous Maintenance progress:

 Debre Birhan Plant: 14 & 15 January 2020

 All packaging schedules reviewed and into SW – well done

 Brewing and Utilities schedules under review as per plan and will be inserted into SW in next 2
weeks ( as per Planner )

 ATM will start in Feb

 Gondar Plant: 16 & 17 January 2020

 Filler maint schedules in SW as per plan. Review on rest of plant done and now needs to be put
into SW

 Brewing and Utility schedules done months ago as per Eng manager. He is satisfied with these
schedules and now to put into SW

 ATM will start in Feb

4.1 Objectives of the support:

i. To Ensure plants prepare correctly for the full use of Shopware computerised planned maintenance system

4.2 Feedback on actions from the December 2019 site visit report:

No Actions to be addressed prior to the next visit Who Due dates Feedback

Gashaw to ensure order is placed for 5why books and

the standard Tags for both breweries
1 Gashaw 15 Dec 19
Breweries are using self generated books..need
5whys to be in duplicate – still needs to be done

Gondar to start Schedule review in earnest otherwise

the implementation of Shopware will be
compromised Gondar
2 Engineering Immediate
Relying on schedule review which was done mths ago manager
by recently retired maint staff. Should be good
enough. Now requires insertion into Shopware

DB to speed up the schedule review process in

Brewing and Utilities DB
3 Engineering Immediate
Excellent progress . Now to complete the insertion manager
into Shopware

Both plant to start with 5why and tag training for Gondar &
Operators, Team Leaders, Supervisors, Maintenance DB
4 Controllers, Artisans and Machine Specialists Engineering Immediate
managers
Good progress

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4.3 Actions to address during the next month:

No Actions to be addressed prior to the next visit Who Due dates Feedback
DB
All DB maint schedules to be inserted into SW in
1 engineering 15 Feb
preparation for next SW visit on 17 & 18 Feb
manager
Gondar
All Gondar maint schedules to be inserted into SW in
2 engineering End Feb
preparation for next SW visit beginning March
manager
Ensure adequate PC’s are dedicated to Maintenance PLANT 15 FEB DB
3 planning / Shopware in order to use the system MANAGERS END FEB
effectively & GASHAW GONDAR

Ineffective procurement process still hampering the

4 availability of small items to progress 5MA, Safety Gashaw Mid Feb
and ATM. Gashaw to take up with procurement

Spares numbering and identification has started with

5 Louis vd Merwe. Interface with Shopware NOT a Gashaw Info
priority at this point in time.

Gashaw to carry out ATM refresher training at both

breweries and start with the “Story board” concept
5. 6
on 6the Bottlewashers. Brewing and Utilities can Gashaw End Feb
select a simple machine ( malt mill and Utility
process) and launch
Gashaw and
Complete 5Why training for all TL’s and operators
7 Plant End feb
and get them to use the process
managers

5 Risks to be addressed by Dashen Steering Committee and Gondar & Debre Birhan Task Forces:
i. PPE and Safety signs are still not displayed and visible to create safety awareness and encourage
compliance;
ii. The weekly departmental Manufacturing Excellence meetings still do not take place consistently which
compromises the focus and progress of Manufacturing Excellence and the transfer of the practices onto the
shopfloor;

8. Scheduled Visits Approved by the

Consultants Dates on Site:
Steering Committee for JFebruary 2020

1. Arrival in Addis Ababa Gavin Van Wijk 09 February 2020

Priscilla Johannes 10 February 2020
2. Steering Committee Meeting at DB Plant Gavin van Wijk 10 February 2020

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3. Debre Birhan Task Force Support: 5MA, Priscilla Johannes & Gavin van Wijk 11 February 2020
EHS, Asset Care, Autonomous Maintenance
& Shopware
4. DB VM Task Force Training: Brewing & Priscilla Johannes & Gavin van Wijk 12 February 2020
Quality
5. DB VM Task Force Training: Packaging &
Priscilla Johannes & Gavin van Wijk 13 February 2020
Engineering & Level 3
6. Gondar VM Task Force Training: Brewing &
Priscilla Johannes & Gavin van Wijk 14 February 2020
Quality
7. Gondar VM Task Force Training: Packaging
Priscilla Johannes & Gavin van Wijk 15 February 2020
& Engineering & Level 3
8. Gondar Team Leader training – “ The role
Priscilla Johannes 17 & 18 February 2020
of the Team Leader/Supervisor” and
“Managing 5MA” - Group 3
9. DB Shopware Maintenance planning system Gavin van Wijk & Shopware 17 February 2020
implemented representative
10. Gondar Task Force Support Priscilla Johannes
18 February 2020

In Closing:
1. A major improvement in 5MA and the adherence to PPE in both the Gondar and DB Plants.
2. Asset Care / Shopware Implementation is progressing well. Feb marks the implementation of the DB maintenance
day planning system, followed by Gondar in March. Autonomous maint will be progress in Feb with refresher
workshops carried out by Gashaw
3. Final standardized 5 why books ( in duplicate) to be used at Operator and TL level, as well as standardized tags
4. The team leader training delivered benefits in the overall improvement of 5MA in most areas at both Plants.
5. Good progress on the operator training on 5MA with EHS being scheduled for the next 4 weeks.
6. Plant Managers an HOD’s need to focus on the implementation of their leader standard work (LSW) and daily
walkabouts used to drive for the implementation of Manufacturing Excellence and hold the HOD’s and Team
leaders accountable for progress. Comments to be collected and sent to Charles & Gavin
7. The WCM Expert and Specialist need to continue being the conscious of the Plants and continue the coaching of
the Plant Managers, HOD’s and Team Leaders.
8. The training of the Operators in the “Introduction to EHS and Hazard spotting now that sufficient progress has
been made in the 5MA team workshops.
9. There is evidence of Plant managers and HOD’s getting more involved and leading from the front which will
enable Manufacturing excellence quicker
10. Although there is improvement in the management of training, there is however room for improvement in the
timely plant preparation of the monthly training plan which is sent to the WCM experts/HQ

Regards

Gavin van Wijk & Priscilla Johannes

G van Wijk Consulting