Review layouts, flows, and movements of raw materials in the warehouse and production

Review layouts, flows, and movements of raw materials in the warehouse and production. Caleb Sooriyakumar Laura Guasch Soulayma Ben Ammar Thomas Ozturk UPC supervisor: Antonio J. Sánchez Egea AkzoNobel supervisors: Ana Carmona - Toni Ballester European Project Semester Escola Politècnica Superior d’Enginyeria de Vilanova i la Geltrú Universitat Politècnica de Catalunya ·BarcelonaTech (UPC) Barcelona, June 2023 European project semester team members Name and surname: Caleb Sooriyakumar Home university: Fachhochschule Kiel Specialty: Industrial Engineering Name and surname: Laura Guasch Home university: Universitat Politècnica de Catalunya Specialty: Product Design Engineering Name and surname: Thomas Ozturk Home university: Nottingham Trent University Specialty: Product Design Engineering Name and surname: Soulayma Ben Ammar Home university: Ecole nationale Supérieure d’Ingénieurs de Reims Specialty: Packaging Engineering 2 Name and surname: Antonio J. Sánchez Egea Home university: Universitat Politècnica de Catalunya Specialty: Mechanical Engineering Name and surname: Ana Carmona Company: AkzoNobel Coatings Specialty: Production Manager, QC & Prod.Support Name and surname: Toni Ballester Company: AkzoNobel Coatings Specialty: Warehouse Manager 3 Abstract Incorporation of new raw materials in the existing warehouse and elimination of intermediate buffers for production storage, to locate new machinery. By eliminating Kanban’s factory of raw materials of large consumption or use, ensure the efficiency of the factory during 3 production shifts and 2 warehouse shifts (ensure raw material for production during the night shift). AkzoNobel, a Dutch multinational with 30 manufacturing plants and 125 warehouses located across Europe, is the subject of this project. The focus will be on the Vilafranca del Pendès warehouse, which currently employs manual tools in certain manufacturing processes. The company has encountered limitations in its production line and requires significant changes to enhance its capacity. The project aims to improve the company through four fundamental concepts: efficiency, sustainability, competitiveness, and effectiveness. These concepts are closely associated with the main objective of this project, which can also be defined as: Increasing efficiency by automating production. Implementing automation can be a crucial step toward achieving better outcomes. By using automated multi-stations instead of relying on human resources only, labor costs and risks can be minimized and at the same time achieve much higher production outputs. This reduction in costs and human resource requirements also opens up new opportunities for future development within the company. To remain competitive in the industry, it is essential to make changes that will benefit the future of the company. As this famous naval saying by John Paul Jones, “Those Who Do Not Risk Cannot Win”. The purpose of this report is to showcase the AkzoNobel team’s work during the first part of the EPS on automating production. The report starts with an overview of the company’s background, their state of the art to see what they have achieved, benchmarking with other companies, the EPS program, our team, and the project roadmap. Followed by the project’s scope, including details on the company’s current situation, ongoing projects, their drawbacks, project objectives, and potential challenges. Additionally, the report provides a concise description of the paintfilling process and the characteristics of the barrels used. The report then presents four solutions, outlining their pros and cons, and compares one of our proposed solutions with AkzoNobel’s. After presenting these four solutions, the focus will be put on the chosen solution by AkzoNobel by presenting the final layout, detailing some safety protocols, environmental impact, and the forecasted budget. Finally, the report concludes with a summary of our future plans for the final report, conclusions, and appendices detailing the tools that were used to carry out this project Keywords: Automatization, raw materials, efficiency, competence, layout, production, capacity. 4 Contents GLOSSARY OF SIGNS, SYMBOLS, ABBREVIATIONS, ACRONYMS AND TERMS . . . . 10 1 Introduction ....................................... 12 1.1 Company Background ............................. 12 1.2 State of the art: Painting and Coatings industries .............. 13 1.3 Benchmarking of AkzoNobel .......................... 14 1.4 EPS program .................................. 14 1.5 Our team .................................... 15 1.6 Road map .................................... 16 2 Scope .......................................... 17 2.1 Current situation ................................ 18 2.2 Current projects ................................ 18 2.3 Disadvantages of the current situation .................... 19 2.4 Objectives of the project ............................ 19 2.5 Challenges .................................... 20 3 Paint filling process ................................... 21 3.1 Filling stages .................................. 21 3.2 Barrels and IBCs characteristics ........................ 24 4 Proposed solutions ................................... 25 4.1 First solution .................................. 25 4.2 Solution proposed by AkzoNobel ....................... 32 4.3 Second solution ................................. 33 4.4 Third solution .................................. 39 4.5 Summary and conclusion of proposed solutions ................ 40 5 4.6 Aproximate budget for proposed solutions .................. 41 5 Chosen solution by AkzoNobel: Conveyor belt and robots .............. 42 5.1 Benchmarking of AGV implemented in other companies ........... 42 5.2 Final layout ................................... 43 5.3 Cycle of production ............................... 44 5.4 Safety protocols ................................. 47 6 Final budget ....................................... 54 6.1 Budget distribution ............................... 54 6.2 Calculation of Return on Investment (ROI) ................. 54 6.3 Amortization .................................. 55 7 Enviromental impact final solution .......................... 56 7.1 Lithium-ion batteries’ life cycle ........................ 56 7.2 Life cycle of an AGV Forklift ......................... 57 7.3 Eco-design of an AGV Forklift ......................... 59 8 Future plans ....................................... 64 9 Conclusions ....................................... 65 10 Annex .......................................... 70 Annex A: Project management tools ............................ 70 Annex B: Lithium-ion batteries ............................... 71 Annex C: Regulations .................................... 73 6 List of Figures 1 AkzoNobel layout .................................... 13 2 This is the team Stakeholders chart. .......................... 15 3 Gantt chart ....................................... 16 4 Work breakdown structure tree diagram mid-term report .............. 17 5 Work breakdown structure tree diagram final report ................. 17 6 Delta and current filling lines ............................. 18 7 AkzoNobel Facilities [7] ................................. 21 8 Transfer pumps [8] ................................... 21 9 Grounding and bonding cables [9] ........................... 22 10 Scale filling IBCs [10] .................................. 23 11 Labelmachine [11] .................................... 23 12 Label description [12] .................................. 23 13 AkzoNobel truck dock [13] ............................... 23 14 IBCs and barrel [14] .................................. 24 15 Barrel technical drawing ................................ 24 16 IBC technical drawing ................................. 24 17 Pack PC [23] ...................................... 28 18 Interruptor [24] ..................................... 28 19 Conveyor belt EPS proposal .............................. 30 20 Conveyor belt drawing example ............................ 32 21 AkzoNobel conveyor belt proposal ........................... 32 22 Example of robot [29] .................................. 33 23 Acceleration forces ................................... 35 7 24 Forklift RoboCV [30] .................................. 38 25 Layout robots route ................................... 39 26 Layout conveyor belt and robots path ......................... 40 27 AkzoNobel initial layout ................................ 43 28 Final layout ....................................... 44 29 Worst case scenario robots path ............................ 45 30 Best case scenario robots path ............................. 46 31 Forklift load is not centered [38] ............................ 49 32 Proper pallet sealing [39] ................................ 49 33 Pedestrians path [40] .................................. 49 34 Blue light safety [41] .................................. 49 35 forklift speed limit [42] ................................. 49 36 Forklift charging point [43] ............................... 50 37 Do not stand or walk on conveyors [44] ........................ 51 38 Stay vigilant around pinch points [44] ......................... 52 39 Life Cycle of a Forklift AGV [55] ........................... 58 40 The four iterative steps of the LCA [55] ........................ 60 8 List of Tables 1 Comparison Chart of Factors Among Top 5 Paint Manufacturers .......... 14 2 Flow rate and filling times ............................... 22 3 Technical characteristics of IBCs and barrel ..................... 24 4 Technical characteristics of the conveyor belt with sectors [15] ........... 25 5 Conveyor belt properties ................................ 26 6 Function of different belt sensors ........................... 29 7 Forklift RoboCV Specification [30] ........................... 34 8 Estimation final costs .................................. 41 9 Comparison of Companies’ Automated Warehouse Systems ............. 42 10 Regulations for Conveyor belt and AGV ....................... 53 11 Return on investment for the proposed solution for automatizing the filling station of AkzoNobel. ...................................... 55 12 Life Cycle of Lithium-Ion Batteries for Forklifts ................... 57 13 MET Matrix for an AGV Forklift ........................... 61 9 1.6 Road map A road map of the remainder of the report and project is written outlining the teams’ objectives, milestones, and deliverables that will be ready in time for the teams’ final defense presentation in June. The teams’ task now is to fully develop the solution that has been selected by AkzoNobel, and ensure that it is up to the standards that they have requested from us, and is also financially viable for them. The chosen solution by them is to use a hybrid of automated robots and a conveyor belt system, to move the raw materials around the factory, warehouse and also communicate both their facilities of SB and BB. For the final defense and presentation, the solution will be justified to members of AkzoNobel and other supervisors. This justification will take the form of a 20-minute presentation and a poster. Additionally, there will be an opportunity for the audience to ask questions. The poster will visually represent the objective, problem, and proposal. The distribution for the Gantt chart has been done in the following way: Caleb (C), Laura (L), Soulayma (S) and Thomas (T). Figure 3: Gantt chart The main difference between the two work breakdown structure tree diagrams is the timeline of the EPS team’s work. In the first diagram (see Figure 4).", the team worked on those sections from February until the midterm report deadline on March 30th. After receiving feedback from the jury and supervisor, the team continued developing the sections shown in the second picture below (see Figure 5)." and making the modifications needed until June 12th. 16 Figure 4: Work breakdown structure tree diagram mid-term report Figure 5: Work breakdown structure tree diagram final report 2 Scope Market research has been carried out based on the requirements of the stakeholders of this project. The main goal of this research has been to find possible solutions to increase efficiency by automating production processes at the company. It specifies what is included and excluded in the project, as well as the ideas and limitations that affect the project execution. The report also presents the disadvantages and limitations of the current situation, followed by defining the project’s challenges, the proposed and final solution, and its final budget. 17 2.1 Current situation AkzoNobel Vilafranca is currently in a position where it can further enhance its production processes by embracing automation, similar to other industries that have successfully implemented automated systems, reducing their reliance on manual tools in product manufacturing. The company has reached a bottleneck in its production line and needs to make changes to achieve its goal of increasing its capacity by increasing production automation. Understanding and implementing better workflow helps companies reduce and avoid the risk of errors, unnecessary costs, and delays. To stay competitive, it is important for AkzoNobel to invest time and capital in research. The existing situation in AkzoNobel is the following, they want to improve their factory and warehouse, when it comes to the efficiency of their material handling processes. The present system involves manual labor, such as lifting and moving heavy materials. Actually, they have 3 different work shifts per day, which includes per shift two workers who are specifically in charge of moving all the products throughout their full workday. Regarding their production lines, they do most of their tasks manually instead of using automatic production processes. These days, AkzoNobel employs two types of filling methods: manual and semi-automatic, which are implemented identically for pallets with IBC tanks and barrels. The processes for each are identical, except for the fact that barrels must be filled individually, one at a time. This is because a scale is used to regulate the weight of the product filled into the container. Nowadays, the capacity of their warehouse is almost at its maximum, at 96-98%. They have future plans to expand their capacity by building a new warehouse on the upper part where the two manual filling lines BB are currently located in the blue rectangles seen in the picture below, and the third DELTA line will be placed where the red rectangle is. Figure 6: Delta and current filling lines 2.2 Current projects There are several projects the company has been working on currently: •Last year 2022, another EPSEVG EPS group, worked along with AkzoNobel from Vilafranca 18 del Penedès. Their goal was to optimize their warehouse capacity and they proposed different solutions. •At present, they have different ongoing projects. One of them is related to this one, optimizing their production times. The person in charge of this project is a member of the EPSEVG faculty, Isabel Espinosa. •Their biggest project from 2023 is acquiring a new production line named DELTA. The main objective is to increase production. This new line will have a great impact on all other projects. •By the end of 2023, they will build a new warehouse area, as the current one is already at 96-98% capacity and prevents them from growing. 2.3 Disadvantages of the current situation Following the description mentioned above, in reference to the current system that involves manual labor, it can be time-consuming, inefficient, and potentially dangerous. As a result, the factory may experience delays, lower productivity, and an increased risk of workplace injuries. The processes that the company currently uses do have some disadvantages. Most importantly, the capacity of the factory is limited. This does not allow the company to expand and produce more. Moreover, workers’ time is wasted on moving the raw materials and the finished product. To improve this situation, they should consider implementing an automated conveyor belt system or AGV Robot Supplier for handling equipment to streamline the process, reduce labor costs, increase productivity, and improve workplace safety. Additionally, they may want to explore using sensors and data analysis to monitor and optimize their material handling processes, further improving efficiency and reducing waste. These possible improvements will be further explained in detail on possible solutions. Lastly, in accordance with the current situation with their production lines, during the manual filling process, the operator is unable to multitask while filling the container. This is because they must hold the pipe’s nozzle inside the barrel to ensure proper filling. Consequently, a significant amount of time is lost waiting for the barrel to fill up. 2.4 Objectives of the project The aim of this project is to evaluate the layouts, flows, and movements of raw materials in the warehouse and production for new projects at the Vilafranca site. Three main goals will be covered throughout this project: •Ensure the efficiency of the factory during 3 production shifts. •Ensure the efficiency of the factory during 2 warehouse shifts (ensure raw material for production during the night shift). •Ease raw materials movement throughout the manufacturing process. •Ensure personnel safety with the new material flow strategy in the company. This will ensure a smoother flow of production and will also be beneficial for the workers since they won’t have to make many back-and-forth trips to the warehouse. 19 2.5 Challenges The challenge is to find a better solution for the route that raw materials take inside the warehouse and make it more efficient and organized. Right now, raw materials for BB and SB use the same route, which can cause confusion. Also, since the BB production site is farther away from the warehouse than the SB production site, workers tend to waste a great amount of time carrying the barrels to the BB production site, which slackens the production pace. This is a real issue, especially on the night shift when there are fewer workers. There are a few aspects that need to be taken into consideration when developing the solution proposal. Some of the challenges that need to be addressed have been summarized: •The number of different products sold by AkzoNobel is very high. This means that the solution proposed needs to be achievable for the whole range of products with different shapes but must fit into the pallet and a maximum weight of 1000 kg. •Grounding of vessels during the filling process is mandatory because of safety regulations. Automatic grounding would be a challenge, so therefore whatever method the team members decide on implementing, will have to ensure that the products being transported are not at risk of falling or becoming unsafe. •Another challenge is that the raw materials move both ways through the factory, meaning the team members will have to come up with a solution that allows the products to flow both ways, without confusion or interrupting the flow of either direction. •Ensuring that the proposed solutions effectively enhance warehouse efficiency is crucial. It is necessary to decrease the time required for raw materials to pass through the warehouse. If the improvement is only minimal, it may not appear viable for AkzoNobel to make the investment. •To adapt the company to new technology and flow of info and minimize investment cost. •Add devices to control the new flow of info that will gather the sensor and machines. •Minimize the investment cost as much as possible. •Ensuring that the proposed solutions actually improve the efficiency of the warehouse. The team needs to make sure that the solutions provided come with decrease the time taken for the raw materials to go through the warehouse, as if it is only just a minimal improvement, then it may not seem viable for AkzoNobel to invest in. 20 3 Paint filling process A brief introduction on how the paint filling process in BB to the mixing tanks works is explained. It will be easier to understand all the different stages and their production order. Also the team will keep them into account when thinking of possible solutions. 3.1 Filling stages The process of filling paint into mixing tanks involves multiple stages outlined below: 1. The tank must be prepared by ensuring it is clean and dry. If it has previously been used for a different type of paint or has been in contact with other substances, it must be cleaned thoroughly with solvent to prevent contaminating the new paint. 2. All the raw materials must be prepared in the proximity of the mixing tanks to be used. 3. The appropriate container of the product must be selected for the filling. 4. The product must then be mixed correctly, either manually or by using a mechanical mixer, to ensure even pigment distribution. Figure 7: AkzoNobel Facilities [7] 5. The mixed product is then transferred to the mixing tank using transfer pumps, see Fig. 8. Figure 8: Transfer pumps [8] 21 6. The containers to be filled are moved on the pallets (one IBC tank or up to four barrels per pallet). Then, are taken to the filling stations which are next to the mixing tanks. 7. The two methods for filling that AkzoNobel currently uses are either manual or semiautomatic, depending on the substance and the type of container getting filled. 8. The filling process of barrels and IBCs requires grounding and bonding wire, it is a safety measure to prevent static electricity buildup, which can cause a spark and lead to a fire or even an explosion. 9. To prevent static electricity buildup is necessary to connect the equipment to a ground and bond wire, see Fig. 9. Then, fill the tank carefully, avoiding splash to prevent static electricity. Figure 9: Grounding and bonding cables [9] 10. It must not reach its full filling capacity. Usually, it is filled to its 80%. Since the team could not time the flows from their facilities, the company gave the team the basic flow rate and filling times for both a barrel and an IBC tank in Table 2. Table 2: Flow rate and filling times Filling times Flow rate IBC tank Barrel 1.45 L/s 12 min 2.4 min 11. It is crucial to level the paint properly in the tank to ensure the contents are evenly distributed. This can be done by using a level, scale, sensors or it could be also done in the laboratory, it depends on the product they are working on. A scale Fig. 10 is used to control the weight of the product filled into the barrels, so these are filled one by one. 22 Figure 10: Scale filling IBCs [10] 12. Once the recipient is filled, disconnect the ground wire and do the appropriate hazard warning labeling Fig.11 and additional or necessary information such as a product description Fig.12. Figure 11: Labelmachine [11] Figure 12: Label description [12] 13. Finally, leave the final product on the finished section, which is marked on the ground with tape, and the person in charge of carrying it will take it to expeditions Fig. 13, where a truck will be waiting to take it to its next destination. Figure 13: AkzoNobel truck dock [13] 23 3.2 Barrels and IBCs characteristics The diameter of a barrel is 585 mm and its height of 870 mm Fig.15. Knowing that the barrels go in a 4-pack, the total dimensions of the four barrels it is of 1170 x 1170 mm. IBCs have an average size of 1,200 mm L x 1,000 mm W x 1,178 mm H Fig.16. Table 3: Technical characteristics of IBCs and barrel Technical characteristics IBCs Barrel Capacity 1000 L 200 L Height 1200 mm 870 mm Width 1000 mm 585 mm Total weight empty 59 kg 8 kg Figure 14: IBCs and barrel [14] Figure 15: Barrel technical drawing Figure 16: IBC technical drawing 24 4 Proposed solutions After understanding the current situation as described earlier, the next step is to consider two or more alternative methods to optimize their production. To understand what AkzoNobel is asking for, in the technical drawing previously mentioned in the section company background [1], the layout of the company is shown. 4.1 First solution Automating technical processes can be achieved through the use of conveyor systems. Placing pallets with vessels at the conveyor belt’s entry point can be automatically transported to the filling station one by one. This modular concept allows for the easy addition or removal of process features. While this solution minimizes human interaction and saves operators’ time, it can be costly and challenging to implement. Additionally, it may require significant space on the production floor and potentially necessitate a complete reorganization of the workshop layout. Conveyor belt with sections Conveyor belt systems play a crucial role in many manufacturing industries. They provide a great number of benefits in any work environment. These systems are effective in streamlining manufacturing processes, reducing costs, and boosting productivity. Additionally, they can enhance safety in the workplace and prevent or even avoid complete damage of products. The main function of conveyor belt systems is to transport products and materials from one location to another safely, efficiently, and in a short span of time. This automation of processes significantly reduces the workload and in the long term, you will get economic benefits including machine maintenance. The following characteristics have been provided by the company Monk Conveyors [15], this company was contacted because they provided different options for CBs with sections, to ease the process in case of broken parts. Knowing the total dimensions of the four barrels it is 1170 x 1170 mm, taking this into account, the conveyor must be at least 1200 mm wide and have a little bit of tolerance of 1400 mm wide. Table 4: Technical characteristics of the conveyor belt with sectors [15] Conveyor belt properties With sectors Max weight per meter 25 kg/m Dimensions required: (70.000 x 1.400 x 500) mm Degradation degree Medium, because of friction Maintenance Requires regular maintenance and repair to extend their service life and ensure their proper functioning Heat resistance High Velocity Slow less than 4 m/s Length per section 14 m Number of sections 5 Price excluding extras (€/m) 3707,23 € 25 Figure 20: Conveyor belt drawing example 4.2 Solution proposed by AkzoNobel In comparison with the first proposal by the team, this conveyor belt is thought to go all the way from the BB loading dock to both the warehouse facilities, as it has 70 m long across their facilities and a 20 m detour to the Warehouse 2 and another 30 m detour to were the warehouse 1 is currently located. Figure 21: AkzoNobel conveyor belt proposal Even tho this option at first glance seems more complete, it also has its disadvantages. In order to avoid repeating some of the advantages and disadvantages already mentioned in the teams proposal, a comparison between both of the options will be done. •New in this variant is first of all, as mentioned above, an extension of the belt by 50 meters. •Due to the extra 50m deviations, it is easier to access the two warehouses. •In addition, this solution is more expensive because the belt is circular at the corners. •The speed calculation also becomes more complex due to the alignment of the belt. •It would also make more sense not to waste too much space around SB. •In the SB the production will be divided which is also not really optimal or convenient. •Is more expensive because of the extra length and the corners. 32 4.3 Second solution For the second solution, the team considered inputting different automated robots around their facilities. These robots would have a path on the floor and would have access to all their factory, from both of the warehouses to the truck dock where expeditions are done. The robots will carry the raw materials, barrels, etc., to different points without the need to use people to move all the products throughout their entire shift [28]. The concept is to have all the robots transport a maximum of 4 barrels and 1 IBC tank with the pallet, then move it to the filling station or label lines, and finally either to the warehouse area or expeditions. With that idea in mind, there will be an improvement in terms of the displacement of the products, since this process will be automatic. It is a great amount of time that will be saved as it can be invested in other tasks. An example of the robot mentioned could be the one used by Amazon: Figure 22: Example of robot [29] The robot instructions of use in a scenario example could be: 1. The robot receives picking orders and requests from an employee through the Warehousing Management System, its integrated software. 2. The robot navigates through the warehouse and facilities using its sensors, cameras and motion planning to locate the products. 3. Once the product needed is located, it picks it up and transports it to the requested place. 4. The employee takes the product and confirms he/she has received it. 5. Once all goods have been picked, the robot will move to its parking station to not disturb the path of other robots on duty. Another scenario example would be programming what needs to be carried to one place at a specific time, so when all the employees get into their workplace everything is in its position and they can get started right away. 33 Robot specificacions A company called RoboCV produces fully automated forklifts and pallet movers. These would be suitable for AkzoNobel not only as they already have the infrastructure to facilitate forklifts but the specifications (especially the maximum weight) shown below. With it being a forklift it means that not only will it be able to transport the barrels, but it will also be able to collect them from the warehouse, further improving the efficiency. Table 7: Forklift RoboCV Specification [30] Dimensions, m (L * W * H): 2.1 * 1.1 * 3 Weight, kg: 1200 Payload, kg: 1400 Maximum speed, m/s: 2 Lifting height, m: 7 * Power Source: Li-Ion / Pb Battery Battery Charge Method: Change (replace) / Recharge Operating Mode: 24/7 Navigation accuracy, cm: 3 Minimum width of passage for a 180°turn, m: 2.9 Minimum road width for max. speed, m 1.9 Requirement for the position of the pallet for pick up: ±20 cm, ±15° The minimum distance between pallets for pick up, cm: 10 Backup batteries are commonly used for AGVs because the battery life can be affected by factors such as the weight it is carrying and the speed at which it operates. Heavier loads and higher speeds can result in faster battery drainage. When the AGV’s battery is depleted, it will either require a replacement battery to continue working or it will need to be recharged. The charging time can vary depending on the plug capacity and may take several hours to reach a full charge. Maximum Acceleration/deceleration calculations To calculate the maximum acceleration for a robot that has a 1000kg IBC in order for it not to roll over, the torque acting on the barrel and the force required to overcome it needs to be taken into consideration. Since the robot is moving on a flat surface and assuming that there is no friction with the ground, the maximum acceleration that the robot can achieve without the IBC rolling over can be calculated using the following formula: amax =g×µ(1) Where: •g: acceleration due to gravity (approximately 9.80 m/s2) •µ: coefficient of static friction between the IBC and the robot’s platform 34 The coefficient of static friction depends on the materials and the surface in contact. The coefficient of static friction between the base of the IBC (made of steel) and the robot’s platform (also made of steel) is 0.8 (according to the Coefficient of Friction Table). Therefore, the maximum acceleration that the robot can achieve without the IBC rolling over is: amax = 9.80 m/s2×0.8 = 7.84 m/s2(2) To convert to km/h2:1m/s2→3.6km/h2 amax = 28.224 km/h2(3) In order to determine whether the IBC will fall off with this maximum acceleration or not, the position of the center of mass of the IBC in relation to the robot’s platform after it starts moving should be found. The momentum formula is given by: XM0=I×α= 0 (4) Where: •PM0: The sum of the moments applied to the IBC •I: moment of inertia •α: angular acceleration, which is zero in this case Figure 23: Acceleration forces XM0= 0 (5) 35 P×w 2+m×amax ×h 2=N×x(6) Where: •P: Weight force (N) •w: Width of the IBC (m) •m: Mass of the IBC (g) •amax: Maximum acceleration (m/s2) •h: Height of the IBC (m) •N: Normal force (N) •x: Distance between the back of the IBC and the end of the platform (m) Assumptions: •w 2: The force of the weight is applied at the midpoint of the width •h 2: The force of the inertia is applied at the midpoint of the height Calculations: 1000 × 1 2+ 1000 ×7.84 ×1.178 × 1 2= 1000 ×x(7) 500 + 4617.76 = 1000 ×x(8) x= 5.11776 ≈5.12 m (9) x= 5.12 >2.1m (10) The xis beyond the platform, which means that the IBC will roll over. In this case, it will be taken the x= 1m which is the width of the IBC. 500 + 1000 ×amax ×1.178 × 1 2= 1000 ×1(11) amax = 0.849 m/s2(12) The maximum deceleration that the robot can have without rolling over is the same as its maximum acceleration. 36 How will using automated mobile robots improve the efficiency of AkzoNobel? If AkzoNobel were to implement a system of automated mobile robots (AMR) they will be able to reduce wages, human error and also speed up the process of moving barrels from the warehouse to the SB and BB part of the factory, while also increasing the customer satisfaction. Wages will be reduced as AkzoNobel will be able to replace part of their workforce with the AMR. Despite the relatively large installation costs, in the long term, this will save them money as the cost of the robots is a one-off, unlike wages which are a continuous expense. Human error will also be reduced. As humans are replaced by machines, the chance of error will greatly reduce. The robots will always know where they need to be, and what they need to be doing. This allows for a constant stream of workflow and fewer errors. The process of transporting raw materials will also be sped up, not just day to day but over time as well. The AMR can move much faster than the current employees. They also can work together so that the flow of materials is constant in both directions. Robots also do not get sick, meaning they can work 24 hours a day and 7 days a week with only taking breaks to recharge their batteries, which itself can be an automated process. The only issue is the potential reliability of the robots, as issues and teething problems will be inevitable when they are first installed in the factory. However, over time these issues will be ironed out as staff learns how they work and are trained to use the software. Customer satisfaction will also increase. This is due to the fact that delivery trucks will be able to get filled faster and therefore the paint will get to the customers quicker. Also with this new automated process, there will be fewer mistakes made, therefore meaning the clients of AkzoNobel will have a much smoother experience. Overall, the use of Automated Mobile Robots will greatly improve the flow of raw materials through the warehouse and factory of AkzoNobel, and despite the high start-up price for this machinery and software, in the long run, it will greatly increase their profits and the satisfaction of their customers. Costing estimations of automated robots Regarding automated robots, the initial cost is very high and can be up to 1 million €if you want the most sophisticated robots available. Those are the ones that Amazon uses, which are custom-made and engineered for them. Lower-end robots can cost as little as 27,970.50 €, however, these would probably not be suitable for the factory of AkzoNobel. Whereas, the cost of this forklift varies from 74,588 €to 111,882 €depending on its specification of it. The final point of talking about this solution is knowing the challenges of implementing it. So, with that solution, the problems are going to be the lack of space that the company has in the building, and installing all the labels can be complicated for the short space. Another problem could be the implementation of robots for moving inside the building because there is the possibility of collapsing with the workers, so the challenge it is to try to make clear roads for the robots. And the final problem is to automate the filling of the barrels and IBC, passing from one single pipe to a four-pipe to fill the 4 barrels at the same time, and this can support an investment of money for the company. 37 Figure 24: Forklift RoboCV [30] •ADVANTAGES + Better technology development of the company + Increased productivity and efficiency + Optimized storage since everything is registered + Reduced labor costs + Can be active without interruption over 12 hours + Improves worker safety by reducing manual labor and its risks •DISADVANTAGES - It takes up a lot of space - The maintenance of the robots is pricey as well the proposal - If AMRs encounter obstacles, it can cause problems as they do not have a predetermined path to follow when moving from one point to another - AMRs are not as heavy duty as AGVs, there is a limitation on load size In conclusion, the use of automated mobile robots in a warehouse has been proven to significantly increase efficiency and productivity. By automating repetitive and time-consuming tasks, these robots can help to streamline warehouse operations and reduce the risk of human error. They can also improve the speed and accuracy of order fulfillment, ultimately leading to a better customer experience. 38 Figure 25: Layout robots route 4.4 Third solution One potential way to improve production efficiency is combining both previously mentioned methods. This approach involves using robots to transport raw materials from the conveyor belt to the processing stations and vice versa. The idea is that the robots have a certain route which is marked in pink on the graphic. The task of the robots is to bring the raw materials that are on the belt from their sections to the respective stations so that they can be processed and once the product is done if is needed to go back into the belt, the robots will do it. There are several advantages to implementing this combination: •Increased productivity: Robots can perform tasks faster and more consistently than human workers, resulting to higher output and improved efficiency. •Improved product quality: Robot execute tasks with precision and accuracy, minimizing errors and ensuring consistent standards. •Cost reduction: Automation reduces labor costs over time as it decreases the dependence on human workers. Also, it promotes workplace safety by deleting the need for humans to do hazardous or dangerous tasks, as a result, it reduces the risk of accidents and injuries. •Consistent output: By using robots, the production process can maintain a high level of uniformity, making sure that each product meets the desired standards always. •Continuous operation: Robots can work continuously without breaks, taking for exception of the change of batteries, allowing for uninterrupted production beyond regular working hours. So no more workers getting distracted. •Flexibility: Robots can be programmed to handle different tasks or adapt to variations in products, providing flexibility in the production process. 39 Combining a conveyor belt with robots presents an opportunity for AkzoNobel to enhance their production operations. Although, further research and meetings are necessary to determine the most suitable solution for AkzoNobel needs. Figure 26: Layout conveyor belt and robots path 4.5 Summary and conclusion of proposed solutions In conclusion, after considering the proposed solutions, it is evident that there are multiple options available to optimize the production processes at AkzoNobel. The first solution suggests implementing conveyor systems to automate the technical processes, minimizing human interaction and saving the operators time. However, this solution can be costly, requires lots of space, and needs reorganizing the facilities layout. The second solution involves the use of automated robots that can go through the facilities, transporting raw materials, IBCs barrels, and other products to different points without human intervention. This solution offers time-saving benefits and can improve efficiency by automating the displacement of products throughout the shift. The third solution combines both CBs and automated robots to optimize production. The robots assist in transferring raw materials from the conveyor belt to the respective stations, ensuring a smooth and efficient production process. By combining the strengths of both automation methods, this solution effectively boosts productivity and improves the quality of products. Each solution has its advantages and disadvantages. The decision on which solution to implement will depend on factors such as cost, space availability and technological feasibility. But, its necessary to emphasize that neither of this proposals will get chosen or developed into detail until AkzoNobel approves so. 40 4.6 Aproximate budget for proposed solutions The table presented below provides an estimation of the final costs associated with implementing the proposed solutions. It outlines the cost breakdown for various modules and their requirements. Table 8: Estimation final costs Module Estimated cost €Solution 1 S. AkzoNobel Solution 2 Mix Sol.1 and Sol. 2 Conveyor system 200,000- 300,000 Required Required Not required Required Labeling machine 35,000 Optional Optional Optional Optional Warehouse automated robots 100,000 Not required Not required Required Required Image processing module (scan, software, motor) 35,000 Required Required N/A Required Lowest final budget - 270,000 370,000 180,000 450,000 The table provides a breakdown of the estimated costs associated with implementing the proposed solution modules. Here is a summary of the key information: 1. Conveyor System: This module is crucial for all solutions, except when using AGVs alone. The estimated cost ranges from 200,000 to 300,000 euros, depending on the specific solution requirements. 2. Labeling Machine: This module is an optional component in all solutions, with an estimated cost of 35,000 euros. The inclusion of this module can be decided based on the company’s needs and preferences. 3. Warehouse Automated Robots: This module becomes necessary when AGVs are not included in the solution. The estimated cost for this module is 100,000 euros. 4. Image Processing: This module, including scanning, software, and motor components, is essential for most solutions, except when AGVs are used alone. The estimated cost for this module is 35,000 euros. The table also includes the lowest final budget for each solution, representing the overall cost range. The lowest final budget varies from 180,000 to 450,000 euros, depending on the combination of modules. In conclusion, the table offers an estimation of the costs associated with implementing the proposed solutions, providing valuable insights into the financial aspects of the project. 41 •Only trained and competent personnel can handle battery charging and replacement. •Stick to the instructions provided by the manufacturer of batteries. 3. Charging Process: •Charge each battery using its dedicated charger selected for its capacity to last long the life battery. •Before disconnecting clamps from the battery terminals, ensure that the charging circuit has been properly interrupted. 4. Guidelines during Charging: •Adhere to the manufacturer’s instructions regarding voltage, temperature, time, density, and other relevant parameters. •Keep the battery cells uncovered. •Avoid flames, sparks or smoking near the battery. •Must not place any type of tools or metal objects on top or near the battery. 5. Regular Maintenance: •For regular maintenance, ensure to check the electrolyte level regularly and refill with distilled water as necessary. •It is recommended to perform monthly cleaning of the battery. After cleaning, apply Vaseline to the terminals and securely tighten the terminal nuts. •Prioritize disconnecting the negative terminal first when replacing a battery. •When installing a battery, ensure that the negative terminal is the one connected at the end. 6. Safety Precautions: •Never pour water onto sulfuric acid to dilute it. •Ensure the battery is securely attached to the truck following appropriate mounting procedures. 7. Emergency Procedures: •In case of contact between skin or clothing and battery electrolyte (sulfuric acid), immediately wash the affected area with water. If acid comes into contact with the eyes, rinse thoroughly with water for at least 15 minutes and seek immediate medical attention. Forklift AGV protocols In a factory, safety regulations are crucial for maintaining a secure working environment when using forklifts. These regulations aim to minimize the risk of accidents and prioritize workplace safety. This section will provide an organized overview of key safety measures to be followed when operating forklifts. Since there are no specific regulations for autopilot forklift robots, the safety measures for human-operated forklifts have been considered in their implementation. 48 It is also important to know and follow the load capacity limits of the forklift. Overloading it can make it unstable and prone to tipping over. To avoid this from happening, proper labeling will be needed, so if the robot reads that the load is, for example, over 1,500 kg, it will not grab it. Also, pallets must be secured and sealed properly to minimize any risks. Figure 31: Forklift load is not centered [38] Figure 32: Proper pallet sealing [39] To enhance safety in factory environments, key measures include implementing effective traffic management through signage and separate pathways for forklifts and pedestrians, establishing clear evacuation routes and emergency protocols, and ensuring proper communication through the use of horns, alarms, and signals. Integrating advanced technology, such as sensors and visual indicators, like lights, in robots like the one developed by ROBOCV, further enhances communication and awareness, ultimately reducing the risk of accidents and promoting a secure working environment. Figure 33: Pedestrians path [40] Figure 34: Blue light safety [41] Another safety measure is setting and enforcing speed limits for forklifts. it is important for operators to drive at a safe and controlled speed, especially when going around corners or in congested areas. In this case, AkzoNobel already counts with different velocity restrictions all around their facilities. Inside the maximum speed the forklifts can go is 4 km/h while outside 6 km/h. Figure 35: forklift speed limit [42] 49 Figure 36: Forklift charging point [43] When not in use, forklifts should be parked in designated areas with the forks lowered. Charging areas should be well-ventilated and have proper safety measures in place. Regular maintenance and prompt repairs are necessary to keep the forklifts in good working condition. If any defects or malfunctions are found, they must be reported immediately to fix them. By following these safety regulations, the risk of accidents will be significantly reduced and create a safer working environment for everyone involved in using forklifts in a factory. 50 Conveyor belt protocols Safety is of utmost importance in any industrial setting, especially when it comes to operating and maintaining conveyors. Conveyors are potent machines used for efficient material handling but can pose serious risks if proper safety protocols are not followed. Several essential safety protocols must be implemented to ensure employees’ well-being and prevent accidents. The following sections contain a series of safety measures and guidelines that should be taken into account when working with conveyors. [44] 1. Do not stand, sit or walk on conveyors It is crucial to refrain from sitting, standing, or walking on conveyors since they are not designed for human use. Conveyors possess different elements, such as pinch points, which can trap clothing or individuals, leading to severe injuries. Therefore, it is important to never ride on conveyors intended for industrial use. Figure 37: Do not stand or walk on conveyors [44] 2. Ensure that the controls of the conveyor are functioning properly. Malfunctioning controls can result in significant problems. A comprehensive inspection of the conveyor controls should be conducted to ensure that there has been no misuse, modification, or disconnection. It is important for controls to be easily readable, userfriendly, and accessible. Emergency stops should be prominently positioned and readily accessible. Malfunctioning controls can lead to significant issues. A thorough inspection of the conveyor controls should be carried out to ensure that there has been no misuse, modification, or disconnection by any employee. Controls should be easily readable, user-friendly, and easily accessible. Emergency stops should be prominently placed and easily reachable. 3. Keep hair, clothing, jewelry, and other loose items away from conveyors. Loose clothing or long hair can get caught in the conveyor, resulting in severe injuries. Tie back long hair or tuck it under a cap. Avoid wearing bracelets, rings, watches, or other types of jewelry. It is recommended to avoid wearing loose or oversized clothing and to either remove ties or securely tuck them into your shirt. 51 4. Verify that all conveyor guards are in a proper position Conveyors contain moving parts such as gears, chains, belts, and pinch points that can be dangerous if exposed. Conveyor protective devices or barriers should not be bypassed, removed, or altered by employees. Their openings should be small enough to prevent workers from entering dangerous areas. Figure 38: Stay vigilant around pinch points [44] 5. Report any potential safety or operational concerns to management. If an unsafe condition is observed, it is crucial to report it promptly. The most effective approach to addressing such situations, including instances of loose guards or individuals riding the conveyor, is to inform the responsible party. Clear communication channels should be established, ensuring that the point of contact and their contact information are readily available. It is essential for all employees to receive comprehensive training on safety matters and the appropriate procedures for reporting concerns. 6. Adhere to lock-out/tag-out procedures. Failure to adhere to proper lock-out/tag-out procedures exposes employees to life-threatening injuries. Before performing maintenance or repairs, it is crucial to adequately secure the conveyor systems following the lock-out/tag-out protocols. These procedures ensure that the equipment remains de-energized during maintenance or repair activities. Conveyor operators must receive comprehensive training to correctly implement lock-out/tag-out procedures. 7. Only allow trained personnel to operate or maintain the conveyor. This measure guarantees the safety of technicians and maximizes conveyor performance. Material handling equipment can pose risks to individuals unfamiliar with safe working practices. When repairs are required, it is essential to engage a trained maintenance professional. Only employees who have undergone training to operate and maintain conveyors should be granted authorization. By adhering to these safety measures, a safer work environment can be created, and the likelihood of accidents or injuries can be reduced. 52 Conveyor belt and robots regulations As has been mentioned at the very beginning of this section, in every country and facility, some regulations must be followed to ensure the safety and well-being of operators and to mitigate the risks associated with their work. These regulations aim to prevent injuries, minimize hazards, and maintain safe working conditions. By adhering to these regulations, companies demonstrate their commitment to the health and safety of their employees, creating an environment where workers can perform their tasks without undue risks. Failure to comply with these regulations can have serious consequences. Companies may face financial penalties, legal liabilities, and damage to their reputation. Moreover, the absence of safety measures can lead to accidents, injuries, and even fatalities. Therefore, it is of utmost importance for organizations to prioritize safety, implement the necessary measures, and ensure ongoing compliance. By doing so, they not only protect their workforce but also promote a culture of responsibility and care within their operations. The provided list by AkzoNobel is a compilation of international standards that are generally applicable to numerous countries, specifically addressing the Safety of Machinery and Safety-Related Elements of Control Systems, including both current International and European Standards. Table 10: Regulations for Conveyor belt and AGV Regulations Description ISO 13849 [45] Safety of machinery - Safety-related parts of control systems ISO 3691-4 2020 (EU) [46]Standard for AGVs. DD CLC/TS 62046:2008 [47] Safety of Machinery – Application of protective equipment to detect the presence of persons. BS EN 415 - 4: 1998 [48]Safety of Packaging Machines - Palletizers and Depalletizer BS EN 13857: 2008 [49]Safety of Machinery: Safety distances to prevent danger zones being reached by the upper and lower limbs PD 5304: 2005 section 8.2.3.3 [50] Guidance on Safe Use of Machinery – Section 8.2.3.3 – ESPEs using active optoelectronic devices responsive to diffuse reflection (AOPDDRs). EN 13855: 2010 [51]The Positioning of Safeguards with Respect to the Approach Speeds of Parts of the Human Body. BS EN 1760-3: 2004 [52] Safety of Machinery – Pressure sensitive protective devices. General principles for the design and testing or pressure-sensitive bumpers, plates, wires and similar devices. 53 6 Final budget 6.1 Budget distribution The following section will break down the total budget and ROI of the investment AkzoNobel will be making. The debt will be calculated at an interest rate of 5%, and is to be paid off over at least 5 years. The total investment comes to 630,000 €for equipment (3*180,000 €robots + 90,000 € relocation and adjustments fees needed for the existing conveyor belt), 225,000 €for staff, 80,000 €for construction and 9,200 €yearly for software licensing. This comes to a total of 963,300 €, plus the 5 percent interest coming to a final total of 1,204,125 €. This budget assumes that AkzoNobel will be buying all new equipment. 6.2 Calculation of Return on Investment (ROI) To assess the financial performance of the investment, the ROI was calculated annually over a 5-year period. The ROI reflects the profitability of the investment and provides insight into the efficiency of using the invested capital. When calculating the ROI, the net present value, annual revenue and net income are estimated. Estimated information: - Initial Investment: 1,204,125 € - Revenue: 11 million €increasing by 10% each year - Net Income: 1.21 million €(11% of revenue) - Annual return on investment of AkzoNobel: 16% - Portion Used to Pay Off Investment: 15% of the net income Assumptions: - Revenue increases by 10% each year, it does not necessarily translate directly to the net income, but it will be assumed the net income keeps raising per year. This is taken from AkzoNobel’s previous financial reports where is seen that their revenue has increased by 10% each year. - The portion used to pay off the investment is calculated based on the net income. With these revised assumptions, the ROI and tracking the progress of paying off the investment have been calculated: The investment under consideration is 1,204,125 €, and it spans a 5-year period. AkzoNobel’s revenue is estimated at 11 million €and increases by 16% each year. Their net income is 1.21 million €, and 15% of the net income is used annually to pay off the investment. The ROI is calculated to be 9.46% with it taking 5 years to pay off the investment. Investment Payment =Net Income ×15% (18) Cumulative Investment Payment =Previous Cumulative Investment Payment+Investment Payment (19) 54 Table 11: Return on investment for the proposed solution for automatizing the filling station of AkzoNobel. Year 0 1 2 3 4 5 Revenues (ke) 11,000 12,760 14,801.6 17,170 19,917 23,104 Net income (ke) 1,650 1914 2220 2575 2988 3466 Buyback debt (ke) 248 287 333 386 448 520 Total debt (ke) -1,204 -957 -669 -336 50 498 ROI 9.46% NPV (ke)275 ROI =Net Income −Cumulative Investment Payment Initial Investment ×100 (20) Note: The initial investment is 1,204,125 €. The investment payment and cumulative investment payment values are calculated based on the given net income, where 15% of the net income is used yearly to pay off the investment. The ROI is calculated by subtracting the cumulative investment payment from the net income and dividing it by the initial investment, multiplied by 100 to get the percentage. 6.3 Amortization Amortization refers to gradually reducing an asset’s value over its useful life. In the context of the investment in Vilafranca, if it is assumed that the initial investment of 1,204,125 €plus bank interest (5%) is depreciated evenly over the 5-year period, the annual amortization expense calculations can be done. To calculate the annual amortization expense, the initial investment is divided by the investment period: Annual Amortization Expense =Initial Investment Investment Period (21) Annual Amortization Expense =1,204,125€ 5= 240,825€per year (22) Therefore, the annual amortization expense for the investment in Vilafranca is 240,825 €. This means that each year, 240,825 €will be recorded as an expense to reflect the gradual reduction in the value of the investment over its useful life. The amortization expense is deducted from the net income when calculating the ROI, as it represents a portion of the investment that is allocated as an expense each year. 55 7 Enviromental impact final solution When implementing robots and CBs in a warehouse, it is important to consider the impact on the environment and the necessary regulations. In AkzoNobel’s case, the project would need to comply with Spanish and European Union regulations mentioned in the previous section 5.4. Regarding the environmental impact, there are several factors to consider. One is energy consumption. The operation of robots and CBs requires a significant amount of energy, which could increase the carbon footprint of the warehouse. However, modern robots and CBs are designed to be energy-efficient, and there are strategies to minimize energy usage, such as optimizing the routing of the CBs and using regenerative braking to recapture energy when the belts slow down or stop. Another factor is waste management. Introducing robots and CBs may result in changes in how materials are handled, which could impact the generation and disposal of waste. it is important to ensure that waste is properly sorted and disposed of according to regulations. ISO 14001 is an internationally recognized standard for environmental management systems. It sets out a framework for companies to follow in order to identify and manage their environmental impacts and to continuously improve their environmental performance. When it comes to the proposed solutions for AkzoNobel in Vilafranca, ISO 14001 requires that the company assess and manage the environmental impacts of the project. This includes identifying the potential environmental risks associated with the use of robots and CBs, and taking steps to mitigate those risks. ISO 14001 is closely linked to ISO 14004, which provides guidelines on how to implement an environmental management system. AkzoNobel should consider implementing an environmental management system in accordance with ISO 14001 and 14004 to ensure that their environmental impacts are effectively managed and continuously improved. 7.1 Lithium-ion batteries’ life cycle Lithium-ion batteries are preferred over lead-acid batteries in forklifts due to their higher energy density, longer lifespan, shorter charging times, maintenance-free operation [53], and reduced environmental impact. This section aims to explore the life cycle of lithium-ion batteries used in forklifts and their potential environmental influence. The life cycle of lithium-ion batteries used in forklifts has different stages that have implications for the environment. These stages include the extraction of raw materials required for battery production, the manufacturing process, the use of batteries in forklifts, and end-of-life management. [54] Through the extraction stage, raw materials like lithium, cobalt, nickel, and graphite are obtained through mining processes. Responsible sourcing and sustainable mining practices are important to minimize environmental and social impacts. The battery manufacturing process involves assembling different components to create the lithium-ion batteries used in forklifts. It is crucial to implement efficient manufacturing practices and quality control measures to ensure battery performance and reliability. In terms of the use of forklifts, proper battery management and maintenance practices are essential. Following recommended charging practices and conducting regular maintenance can optimize battery lifespan and minimize the need for replacements. At the end of the battery’s life cycle, proper disposal and recycling practices are necessary. This helps prevent environmental pollution and facilitates the recovery of valuable materials. Recycling processes aim to retrieve metals like lithium, cobalt, and nickel from spent batteries, reducing the demand for new materials and 56 minimizing environmental impact. So from an environmental perspective, lithium-ion batteries are considered more environmentally friendly, even though they might not be the best solution. They do not contain toxic lead and acid, which are present in lead-acid batteries and can pose environmental and health hazards if not properly managed. Lithium-ion batteries are also more easily recyclable, with a higher potential for extracting valuable materials for reuse. To summarize the main ideas of the text above and make it easier to read, a table chart representing the different stages of the life cycle of Lithium-Ion batteries, along with their descriptions, has been created. Table 12: Life Cycle of Lithium-Ion Batteries for Forklifts Stage Description Extraction Mining and extraction of raw materials, including lithium, cobalt, nickel, and other metals. Manufacturing Battery production involves processing and assembling the raw materials into battery cells. Distribution Transportation and distribution of batteries to forklift manufacturers. Integration Incorporating of batteries into forklifts during the manufacturing process. Use Utilization of forklifts powered by lithium-ion batteries for various applications. Charging Recharging the batteries using electricity from the grid or renewable sources. Discharging Batteries provide power for the forklifts until their charge is depleted. End-of-Life Disposal or recycling of batteries to recover valuable materials and minimize environmental impact. Key Considerations: •Higher energy density and longer lifespan compared to lead-acid batteries, leading to extended forklift operation. •Shorter charging times and reduced maintenance requirements, improving forklift productivity. •Environmental impact associated with mining, extraction, and disposal of lithium-ion batteries. •Recycling opportunities to recover valuable metals and reduce resource depletion. 7.2 Life cycle of an AGV Forklift The life cycle of an AGV encompasses a series of interconnected stages that collectively define its existence. As any other product, and in a more general context, the life cycle begins with the extraction of raw materials and progresses through critical phases such as manufacturing and assembly, transportation and distribution, installation and commissioning, operation and maintenance, and finally, end-of-life management. By examining each stage meticulously, a comprehensive understanding of the intricate processes involved in AGV production, operation, and eventual disposal can be attained, fostering informed and responsible decision-making within the industry. 57 8 Future plans This section outlines our future plans for the project to increase efficiency by automating production processes at the company. If we were to continue this project and had more time, these are several areas we would have prioritized to enhance the performance of the hybrid solution at AkzoNobel’s Vilafranca del Penedès site. The implementation of a comprehensive monitoring system to track real-time performance would have been analyzed. This system would provide valuable insights into potential bottlenecks and enable us to optimize operations based on data-driven analysis. It would have been doing research into advanced robotics and automation technologies, as well as exploring alternative Lithium-ion batteries to assess their durability and longevity. These investigations would contribute to improving overall efficiency and productivity. To ensure seamless coordination and accurate planning, we would have done research on how to implement the hybrid solution with AkzoNobel’s existing enterprise resource planning systems. This integration would facilitate synchronized data exchange and enhance coordination across different processes since communication inside a warehouse or factory is the most important thing. Safety would remain the top priority since it is mandatory for AkzoNobel as well said in the introduction By Toni Ballester. We would have conducted regular risk assessments to identify potential hazards and implement appropriate safety measures, done marker research to know the best training programs and let AkzoNobel know. Additionally, comprehensive training programs would be provided to ensure the safety of personnel working with the hybrid solution. By pursuing these strategies, our aim would be to drive continuous improvement, optimize operations, and prioritize safety at AkzoNobel’s Vilafranca site, further enhancing the effectiveness and efficiency of the hybrid solution. 64 9 Conclusions The EPS team has successfully achieved its objectives of optimizing the layouts, flows, and movements of raw materials at AkzoNobel’s Vilafranca site. Through collaboration with AkzoNobel supervisors and a comprehensive evaluation of proposed solutions, a hybrid solution was refined and customized to meet the site’s specific needs. Initially, a 70-meter-long conveyor belt across both facilities was proposed but had to be rejected due to accessibility issues. The second one, the implementation of only AGVs was also discarded because of an uneven ground at the site and the risk of the AGVs tipping over. These challenges required an alternative approach to ensure the safety and stability of the machines and their load. Different meetings with key stakeholders, including Toni Ballester (warehouse manager), Ana Carmona (production manager), and Antonio J. Sánchez (EPS supervisor), led to further modifications and as a result, the hybrid solution was proposed. Instead of a single robot, three robots will be employed to enhance efficiency. To optimize costs and ensure a smooth connection between the BB and SB facilities, the initial plan for a 70-meter-long CB was reviewed. Instead, the existing smaller 7.85-meter-long belt will be relocated in the hallway being a more unified, efficient and economical system. The analysis of AkzoNobel’s production cycle reinforces the significance of implementing the hybrid solution as the optimal approach. It is clear that a fixed pattern does not exist, as the production process varies depending on the specific products that need to be manufactured in a given week. By integrating conveyor belts and robots, AkzoNobel achieves improved factory efficiency, smooth material flow, and enhanced personnel safety. These modifications prove the collaborative effort and adaptability of the EPS team. The automated processes reduce human manual work, save time, and reduces the risk of injuries. The chosen hybrid solution enhances productivity and product quality. Raw materials transfer from the CB to respective stations, ensuring an efficient production flow. By combining both CB and robots, manufacturing processes are optimized, resulting in increased productivity and improved product quality. In conclusion, this EPS project and repost have successfully achieved their objectives through the evaluation, selection, and refinement of the hybrid solution. 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This business management method is used to find better practices within or outside the company/institution. It gets done through the comparison of techniques, processes and services of other organizations in order to increase their efficiency, performance and competitiveness. •RACI Matrix This method is said to be one of the most useful and easiest ways to get all the tasks organized from the very beginning until the last moment. This matrix is made out of all the tasks and decisions undertaken in a team. •Gantt chart A Gantt chart is a project administration tool that outlines the work performed over a period of time in connection to the arranged time for the work. •Trello Kanban board Kanban proposes production based on customer demand, replacing a predictive model with a production-adjusted one. It is very effective for tracking the to-do tasks in the project. •SMART goals criteria SMART is an acronym you can use as a guide for establishing goals. Its criteria are commonly attributed to Peter Drucker’s Management by Objectives concept. SMART goals position you for success by making objectives Specific (simple, sensible, significant), Measurable (meaningful, motivating), Attainable (agreed, attainable), Relevant (reasonable, realistic and resourced, results-based), and Time-bound (time-based, time-limited, time/cost limited, timely, time-sensitive). The SMART method encourages you to go further, provides you with a feeling of purpose, and aids in organizing and achieving your objectives. •Overleaf An online platform that allows individuals and teams to create, edit, and share scientific documents in real time through a basic programming language (LaTeX). Obtaining a highly typographic quality document. •Flowcharts Visual representations of a process, showing the steps involved and the order in which they occur. They are mostly used to analyze, design, and communicate complex processes. Flowcharts are useful tools to improve efficiency, optimize workflow, and identify potential areas that need improvement. 70 Annex B: Lithium-ion batteries Código de acción: AS-0039/2015 AS-0052/2015 AS-0039/2015 Entidades solicitantes y ejecutantes: Folleto divulgativo “Recomendaciones en el manejo de carretillas elevadoras en el sector de fabricación de bebidas” Con la financiación de: El contenido de esta publicación es responsabilidad exclusiva de la entidad ejecutante y no refleja necesariamente la opinión de la Fundación para la Prevención de Riesgos Laborales. Entrar Folleto1 La edición de este folleto guía responde al objetivo marcado por los agentes sociales FITAG-UGT y FEAGRA-CCOO de promover acciones que mejoren la seguridad en las empresas del Sector de Fabricación de Bebidas. Este folleto va dirigido a trabajadores cuyo puesto de trabajo es la conducción de carretillas elevadoras del sector de bebidas. Su finalidad es informarles de pautas de trabajo seguro en referencia a la conducción de estos vehículos. 2 Código de acción: AS-0039/2015 Entidades solicitantes y ejecutantes: Con la financiación de: El contenido de esta publicación es responsabilidad exclusiva de la entidad ejecutante y no refleja necesariamente la opinión de la Fundación para la Prevención de Riesgos Laborales. AS-0052/2015 AS-0039/2015 71 32 Recomendaciones en el manejo de carretillas elevadoras en el sector de fabricación de bebidas 7. Otras recomendaciones a tener enc uenta por el conductor 7.1. Carga de baterías La carga de baterías debe realizarse en un área prefijada, marcada horizontalmente, protegida, ventilada y con un extintor. La carga y el cambio de baterías deben ser efectuadas por personal competente, según las instrucciones de los fabricantes de las baterías. Cargar cada batería con su cargador independiente (adecuado a su capacidad). Antes de quitar las pinzas de los bornes debe interrumpirse el circuito de carga. Durante la carga: Debe seguirse las instrucciones del fabricante en cuanto a tensión, temperatura, tiempo, densidad, etc. Mantener las celdas destapadas. No acercar a la batería ninguna llama o chispa. No fumar. No dejar herramientas u objetos metálicos encima de la batería. 33 Recomendaciones en el manejo de carretillas elevadoras en el sector de fabricación de bebidas Controlar el nivel del electrolito y rellenar con agua destilada cuando sea preciso. Al sustituir una batería se debe desconectar en primer lugar el borne negativo. Al instalar una batería la conexión del borne negativo se hará en último lugar. Limpiar mensualmente la batería y engrasar los terminales con vaselina. Apretar las tuercas de los terminales una vez limpios. Asegurar la protección de los aparatos de carga contra golpes de las carretillas. Nunca vierta agua sobre el ácido sulfúrico para diluirlo. La batería debe estar fijada correctamente sobre la carretilla. Si la piel o la ropa entra en contacto con el electrolito de la batería (ácido sulfúrico), debe lavarse la zona inmediatamente con agua. Si el ácido toca los ojos, hay que enjuagarse con agua abundante durante 15 minutos e ir de inmediato al médico. 7. Otras recomendaciones a tener enc uenta por el conductor 72 34 Recomendaciones en el manejo de carretillas elevadoras en el sector de fabricación de bebidas Solamente el personal formado y autorizado puede cargar o cambiar baterías. La carga de baterías solo debe realizarse en la zona destinada a tal efecto en el centro de trabajo. No fumar durante la operación de carga. 7.2. Abastecimiento de combustible La carga de las carretillas automotoras que utilizan combustibles inflamables, debe realizarse en lugares especialmente previstos para ello. Está prohibido fumar en estas zonas, y en todo el centro de trabajo. El conductor debe parar siempre el motor antes de llenar el depósito. Debe asegurarse que el tapón ha sido nuevamente colocado y que todo el combustible derramado se ha evaporado o ha sido secado, antes de poner el motor en marcha. También se deben apagar las luces. 7. Otras recomendaciones a tener enc uenta por el conductor 73