Projects

Projects

Find out the range of projects, the Sildi consultants have done troughout their career.

Cooling installation revamp

Setting
2017-2018 - Small Belgian beverage company with an outdated infrastructure

Objective
Due to the old age of the materials used and the need of a capacity increase for the refrigeration within the factory, a revamp of the old cooling system was needed. By optimising the use of the old equipment and redesigning the complete system, the efficiency of the cooling installation on site needed to be increased.

Approach
A team of 2 engineers made sure the following elements were executed: 

- Analysing existing on-site systems
- Defining scope definition to comply with the needs and budget of the client
- Writing the tender
- Evaluating multiple technical solutions and recommending a last version
- Follow-up of implementation and commissioning
- Overall time, budget and team management

Results
Ongoing project - the different users of the cooling installation are migrated towards the new system while minimizing production downtime.

Figures: 1 year, CAPEX €0.7M

Craft brewery capacity increase

Setting
2017-2018 - Dutch craft brewery with an annual production of 30k hl.

Objective
To ensure the supply of the speciality beers created by this brewery, a capacity increase to 50 k hl was forecasted. Besides the operational changes (increase 2 to 3 shifts and 5 to 7 days of operations per week) we were contracted for a challenging brownfield CAPEX operation.

Approach
A team of 3 engineers was assembled: 
- Civil works: reconditioning of an existing building
- Draftsman: while the brewery could only rely on paper copies of the process installations and utilities, we drafted the whole plant in AutoCAD
- Project manager

Responsibilities:
- Budget
- Planning
- Scope and tendering
- Process and integration in existing brownfield operations
- Project engineering and management
- Commissioning and operational handover
- Team and supplier management

Results
The project is ongoing, with first beneficial use expected in May 2018.

Development of Research & Pilot Department in a large FMCG company.

Setting
Research & Pilot Department in an international Brewery.

Objective
To be competitive with other companies in the brewing industry, our client needs to diversify and differentiate continuously. Installing new equipment with the most advanced technologies is vital for keeping its position as market leader.  

Approach
Team of 2 engineers, responsible for:

- Turning the client's demand into a working process
- Drafting the scope definition
- Writing the tender
- Recommending and selecting technical solutions, including advanced and new technologies.
- Project engineering and management (follow-up on scope, timing and budget)
- Commissioning and operational handover
- Team management and supplier management

Results
The overall project was divided into many subprojects. Our proposals have been implemented and resulted into new products which are already on the market worldwide. The client's acceptance was facilitated by trainings and change management.

Figures: 3 years, CAPEX €5 M.

Capacity increase of a FMCG production plant

Setting
2015 - Belgian brewery with an annual production of 1.3 M hl.

Objective
To ensure supply for the increasing international consumption of a popular beer brand, an expansion in production capacity was forecasted. The implementation needed to be done in an ongoing production.

Approach
Team of 3 engineers, responsible for:
- Drafting the scope definition
- Writing the tender
- Recommending and selecting technical solutions
- Project engineering and management (follow-up on scope, timing and budget)
- Commissioning and operational handover
- Team management (40 people) and supplier management

Results
The overall project was divided into 16 subprojects. Our proposals have been implemented, and the customer acceptance was facilitated by trainings and change management.

Figures: 11 months, 30% capacity increase, CAPEX €5.7M.

Implementing management system compliance in an international brewery

Setting
2018 - Dutch plant of an international production company

Objective
The plant faced a group audit of the used management tools and processes. In preperation, compliance with the imposed management system had to be assured, in all departments.

Approach
- Identify the gaps with the recommendations in the management system
- Create action plans to close the identified gaps
- Follow up on the execution of the action plans
- Perform change management during the introduction of the new tools and processes

Results
The audit was successfully closed. The plant had the best score of all European plants of the group.

Revamp and capacity increase in a major beverage company

Setting
2016 - European plant of a multinational beverage company, with an initial annual production of 7 M hl.

Objective
To meet the needs of a globally increasing export, our customer needed to vastly increase the production capacity of the main plant, without disturbing the ongoing production. Target was to reach a production of 10Mio hl.

Approach
Team of 5 engineers, responsible of:
- Making business plan for aligned scope (production, logistics, utilities,...)
- Filing permits (building, environmental,...)
- Process design and integration (both brownfield and greenfield)
- Writing tenders
- Review and recommend different technical solutions
- Selection of appropriate suppliers
- Project management (planning, budget, scope and follow up of contractors)
- Commissioning of green field in an existing plant

Results
A master plan was designed, impacting all major departments. The project is ongoing.

Figures: 20 months, 33% capacity increase, CAPEX €57M.

Install an energy recuperation system

Setting
2015 - Belgian brewing facility

Objective
In order to comply with the environmental legislation of the adjacent city, the brewery needed to find a solution for the odor pollution of the factory. In addition, the primary energy consumption of the brewhouses was too high.

Approach
Team of 2 engineers, responsible of:
- Engineering the best process solution (in cooperation with the technological department)
- Tender setup
- Aligning quotations and recommend the best technical solution
- Project management (planning, scope and budget)
- Commissioning the new installation without impact on the existing capacity
- Further optimization of the process to reduce the brew cycle time

Results
By recuperating a part of the heat escaping through the chimneys, a big reduction in energy production was realized, while overcoming the odor pollution as well.

Figures: 9 months, CAPEX €4.5M.

Flexible packaging expansion

Setting
2014 - European factory of a global beverage company

Objective
Our client measured an increasing demand for its brands on the international markets. In addition, the packaging formats were to be diversified.

Approach
Team of 3 engineers, responsible of:
- Coordination of the implementation as the on-site S.P.O.C.
- Aligning all suppliers and stakeholders
- Design and follow-up of civil works
- Communication towards the client
- Project management assistance
- Supervision of first production and ramp-up
- Facilitation of hand-over to the production department

Results
A new flexible packaging line was installed.

Figures: 12 months, CAPEX €25M.

New beer mix department

Setting
2013 - Large Belgian brewery

Objective
Due to an increasing international demand for its products, our client needed a new department for special beer mixes. This would increase both capacity and innovation.

Approach
Team of 2 engineers, responsible of:
- Concept setup and detailed pre-engineering
- Writing tender
- Aligning quotations and recommend the best technical solution
- Project and team management from concept to final acceptance
- Facilitating hand-over to the operational team

Results
A master plan was set up for this new plant, increasing the brewing capacity from 150khl to 1,25Mhl.

Figures: 11 months, CAPEX €11M.

Improve quality in a production plant

Setting
2015 - Machine manufacturer in Italy

Objective
Due to an everlasting rush to push its products to the market as fast as possible, quality left to be desired. Our job was to improve the final product quality.

Approach
One senior organisation engineer, responsible of:
- Analysing the product design and production process
- Design a complete validation plan
- Align all stakeholders, from fabrication over management to customers
- Implement the plan with tangible KPIs within feasible constraints

Results
Thanks to the continuously increasing results, we’re running similar programs in another production plant in China.

Insourcing a hospital department

Setting
2014 – Tier 1 Private Hospital in Brussels

Objective
The customer wanted to change its operational strategy from outsourcing to insourcing its CSSD (Central Sterile Supply Department).

Approach
One senior project leader, two project engineers and a software engineer that were responsible for:
- Analysing the situation and drafting an overall masterplan
- Setting up an inventory of additional investments needed to maintain a CSSD on two different locations (steam sterilisers, washers-disinfectors, packaging systems…)
- Building a custom-made tool that would replace the legacy system that was supplied by the outsourcing party
- Recruiting new operators and ensuring on-the-job training (by in-house experts)
- Drafting SOP and overall guidelines in collaboration with the hospital
- Managing Operations for 6 months and handing over to an internal Operations Manager

Results
The CSSD was entirely insourced without any disruption or loss of continuity in the Operating Theatre.

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