Table of Contents

Project Administration

Project ParticipantsI
Executive SummaryIII

Water Savings Pilot Program

Executive Summary1
Repairs/Quick Wins3
Awareness Plan4
Water Reclaim System8
Action Plan10
Economic Plan12

Appendix

Awareness Plan MediaA
Executive Blue Board
Employee Blue Board
Awareness Flyer
Water Reclaim SystemB
Aggregated Water FlowsC
Methodology
High Level Reuse Breakdown
Combined Water Data
Cost, Reuse, KPIs
Water Utility Survey ExampleD
Engineering Cost EstimateE
Denver Water Rebate ContractF
CAPEX - Water Reclaim SystemG

Supporting DocumentsH

Meeting Minutes
Status Updates
Risk Management Updates
Quality Assurance
Change Management
Lessons Learned

Graded First DeliverableI

Pepsi Bottling Group / 2009 /

Project Participants

University of Colorado: Leeds School of Business

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Jin HongsuniUniversity of Colorado at

SERA NguyenUniversity of Colorado at hris StrafaceUniversity of Colorado at

Douglas WaechterUniversity of Colorado at

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Pepsi Bottling Group (PBG)

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Dan Frauenfelder
Pepsi Bottling Group
Process Compliance Manager
720-641-5346 (Cell)
303-299-4315 (Work)

Stephanie McIsaac
Pepsi Bottling Group
Sr. Talent Acquisition Specialist
303-713-4976

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Mentor Contact Information

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Jim Marlatt
University of Colorado at Boulder
Course Instructor
720-933-5541 (Cell)
Bob Harland
Hitachi Consulting

720-258-0306 (Work)

303-717-6351 (Cell)

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Denver Water Contacts

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Cindy Moe, P.E.
Industrial Water Conservation Engineer
Denver Water
303-628-6009 (Work)

Greg Fisher

Rates Specialist

Denver Water

303-628-6326 (Work)

Donna Pacetti

Conservation Specialist

Denver Water

303-628-6327 (Work)

Stacey M. Smith

LEED Accredited Professional

Denver Water Conservation

303-628-6891 (Work)

Steve Lowman

Mgr Quality Control

Denver Water

303-628-5994 (Work)

Jason Millheim

Denver Water Conservation

Denver Water

303-628-6067 (Work)

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

City and County of Denver - Wastewater Management Division

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Dr. Terry L. Eggerichs

City and County of Denver Wastewater Management Division

303-446-3828 (Work)

Clayton Egly

Wastewater Quality Control Supervisor

City and County of Denver Wastewater Management Division

303-446-3822 (Work)

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Water & Powers Technology

Jeff Savage

Division Eng. Manager

Water & Powers Technology

303-432-0015 (Work)

303-885-6964 (Mobile)

1 / Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /
1 / Leeds School of Business: Project Management Team

Executive Summary

The Pepsi Bottling Group (PBG) and CU Project Team Water Conservation initiative was put into motion this past fall. The PBG Project sponsor, Dan Fraudenfelder, approached the CU Project Team, consisting of Jin Hongsuni, Chris Straface, Sera Nguyenand Douglas Waechter with an interest in developing three water conservation projectsto help the Denver Bottling Plant conserve 10% water of the water they are currently using. The objectives of the project were as follows.

  • Developing key performance indicators (KPI’s)
  • Measuring and tracking current consumption
  • Develop strategic and economic rationales for the top three projects
  • A facility wide awareness program
  • Package the final product as a Water Saving PilotPlan

The Pilot Plan will allow PBG Denver to expand their facility’s water conservation project to other PBG facilities around the nation. Though each facility uses the same general processes, they have their own unique requirements for implementing such a project and they each drive their own local market success. The CU Project Team was asked to develop and deliver a set of plans for implementing the proposed conservation projects, which have been determined to be:

  • Repairs and Quick Wins
  • Installation of Water Reclaim System
  • Awareness Plan

These three projects form the core of the “Water Savings Pilot Program.”Since the program is designed to be a tool for each plant to develop its own water conservation program the pilot program first describes the purpose of each project and then describes the program that was designed for the Denver Bottling Plant. By designing the pilot program in this way, PBG will best be able to achieve their operating principles.

1 / Leeds School of Business: Project Management Team

PBG

Water Savings Pilot Program

December 9, 2009

Pepsi Bottling Group / 2009 /

Executive Summary

The Water Conservation Program was developed to provide PBG facilities a roadmap for success in their efforts to save water in a process intensive environment where water is a large component of the final product.

Drive Local Market Success

The program will provide the necessary tools for planning, developing, and implementing a water conservation project that can be custom tailored to each facility’s unique goals and objectives.

Methodology behind the program has been developed by PBG Denver who is in the process of implementing PBG’s Pilot Water Conservation Program. The Water Conservation Program features three projects, each designed to satisfy different aspects of PBG culture.

  • The first involves seeking out and repairing leaks and other water inefficiencies that can be fixed with minimal time, effort and capital – quick wins.
  • The second project will be capital intensive and likely yield the facility’s largest water savings – the Water Reclaim Plan, designed around specific PBG processes allowing for capture and redistribution of the facility’s grey water.
  • The last project involves designing a facility awareness plan around the other two projects as well as the general goal of saving water- encouraging and inspiring PBG employees to help in the saving efforts.

Act Now. Do It Today. Get Results

Accompanying the steps in the plan of each of three projects listed above will be an example plan taken from the PBG Denver Pilot Water Conservation Program. This example only indicates possible solutions to each of the three projects, and is not necessarily intended for other PBG facilities; however, it may be applicable and appropriate in some cases.

Set Targets. Keep Score. Win.

The Water Conservation Program will only be as good as its sponsors, which is why a PBG standard Execution Planner has also been developed for the project, indicating executable steps that can be tracked and marked as finished when each step’s respective owner has deemed them so. This also enables milestones to be set to move the project along as quickly and efficiently as possible. This Program is again, intended to be a roadmap to help each PBG facility set and achieve water conservation goals unique to its own procedures and processes.

Respect Each Other

Just like selling soda, every individual is important.

1 / The Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Repairs/Quick Wins

Purpose

Identifying local repairs and quick wins are the cheapest and most efficient water saving activities. Low cost alternatives to a global water conservation plan not only work toward targeted savings but also help reduce the project’s ROI. The following steps must be taken to effectively identify and correct repairs and quick wins.

  1. Steps to identifying and correcting repairs and quick wins
  2. Develop a list of key terms or actions items where potential repairs or quick wins could be found.
  3. Develop a plant walkthrough map allowing project managers to indentify suspect locations in the facility where local repairs and quick wins can be made. (Appendix B)

“If the hose is leaking, we’re certainly losing money.”

  1. Identify steps for implementation of the local repair(s) and/or quick win(s)
  2. Mark on walkthrough map where leak was detected.
  3. Clarify the intended repair(s) and/or quick win(s) that are intended for the proposed fix.
  4. Determine the part(s) and man-hours needed for correction.
  5. Identify procedure for insuring quick win is maintained and leak(s) and/or inefficiencies do not return.
  6. Schedule and execute repair(s) and/or quick win(s)

Unlike capital-intensive water conservation projects where facility processes are involved, tracking water consumption via leaks is not important – if a leak is identified, the best course of action is immediate repair.

PBG Denver – Repairs/Quick Wins

  1. Actions items to search for:
  2. Hose unions
  3. Hose bibs
  4. Washers
  5. O-rings
  6. Valves
  1. By utilizing the water flow map and touring the facility on numerous occasions, projects that qualified for a quick win were easily identified and marked on the water flow map. (Appendix B)
  1. Implementations
  2. Upon initial plant walkthrough, it was determined that a broken drain valve in the LTS tank (Clear Well) was sending water to drain, when closed water could be retained for reuse. Valve was marked and flagged for further inspection.
  3. Before the valve could be repaired, it needed to be clarified if the water was meant for reuse. After further clarification by proper plant personnel, it was determined that the valve should be in a closed position, allowing LTS tank to reclaim water.
  4. After inspection by plant maintenance, part number(s) were identified and placed on order. A total of three (3) man-hours were allotted to the project.
  5. LTS valves will be checked once monthly for proper operation.
  6. New valve was installed. Quick win achieved.

Total Water Savings 2.96%

1 / The Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Awareness Plan

Purpose

The purpose of this plan is to a) inform and report opportunities, work status on conservation projects, and current conservation progress and b) increase the involvement of staff and management during the implementation stages of the conservation project(s). The following steps, along with standards for each step, are important to creating an effective awareness plan.

  1. Steps to creating an effective Awareness Plan
  2. Set an objective for the Awareness Plan that is relevant to local needs with the following inclusions:
  3. Measureable Goal(s)
  4. Target(s)
  5. Measureable Time Frame for plan with a beginning and an end

The objective will state the purpose for the awareness plan, which includes goals that the facility needs to achieve for the conservation project. The target(s) must also be identified in the objective. The ideal target pertains to whom the awareness plan wants to achieve its goals through. Finally, the objective must also include a measureable time frame. The time frame should indicate when the awareness implementation will start and when it will end. If the ending time frame for the plan is uncertain, it is important to make a projection from either experience or previous projects accomplished. If the plan is a continuous process, it is still important to end one Awareness Plan and begin another with revisions and new ideas to increase effectiveness and adapt to changes.

  1. Identify steps for implementations to achieve objective set with the following inclusions:
  2. Name the medium used such as print media, meetings, or blue boards
  3. Identify the purpose of using the medium and how it will be use to achieve the primary objective set for the Awareness Plan
  4. List the steps needed to promote the medium, also including location and individual targets (if more than one target)
  5. Determine the targeting time frame for the use of the medium; be sure the time frame chosen is within the time frame of the Awareness Plan
  6. Identify steps needed to maintain/update medium (if applicable)

PBG Denver - Awareness Plan

  1. Objective: Increase the level of awareness of staff members in the Denver facility from the current 50% to 100% of the water conservation projects within six months of start date or before the beginning of summer.
  1. Implementations
  2. Blue Boards
    There will be two different blue boards designed and one digital screen which also serves a purpose similar to the blue board. One blue board design will be targeted toward management. Another blue board will be targeted toward employees. The digital screen will target all of the staff in the Denver PBG facility.

The purpose of the management blue board is to create a way for managers to have a quick glance into the performance of the different conservation projects and their results. The management blue board will consist of dense data and will act as a progress report on the conservation projects. It will be designed with a professional format.(Appendix A)

The purpose of the employee blue board is to increase the involvement of employees during the conservation projects. The employee’s blue board will consist of data related to weekly/period performances of resource usage compared to cases produced. It will also consist of tips on how employees can involve themselves as part of the solution for resource conservation from management. The employee blue board will be designed to be personable toward employees. The theme for this blue board will be “Be Part of the Solution”. For example, it will include employee pictures, notes or comments from employees related to the blue board topic, or humorous cartoons that emphasize tips and water saving solutions. (Appendix A)

The purpose of the digital screen is to update current events on conservation resource projects. Information on the digital screen can easily be updated by adding slides or deleting slides connected through a thumb drive. The format of the slides should be fundamentally professional. Word font and size should be readable by an audience 2 yards away from the physical screen.

  1. Develop and place management blue board by the main office entrance into the production facility.
  2. Develop and place employee blue board in the employee lounge cafeteria.
  3. Update management blue board every period.
  4. Update employee blue board on a weekly basis.
  5. Purchase digital screen and place it in the employee lounge cafeteria.
  6. Develop slides for the digital screen to project from the thumb drive.
  7. Update slides for the digital screen on a bi-weekly basis.
  8. The blue boards and digital screen will be implemented parallel to the time-frame of the whole conservation project.
  1. Employee Meetings
    The purpose of the employee meetings as part of the awareness plan is to inform employees of up-to-date conservation results and how to improve. All employees at the Denver PBG Center are currently scheduled to have a meeting with their managers once every 4 weeks to be updated on company information. Managers will take this opportunity to include a small report on the results and impact of the conservation projects. Managers will then assert “points of solutions”. “Points of solutions” are quick tips to help guide employees to make quick decisions during daily work schedules to conserve resources. Managers will end the subject with questions and comments from employees.
  2. Managers report current conservation results every 4 weeks during employee meetings.
  3. The conservation project reporting during employee meetings will start one month after the project initiation and end when the projects itself ends.
  4. Management Meetings
    The purpose of the management meetings as part of the awareness plan is for managers to take time to talk about resource usage. Managers of the facility will evaluate the efficiency of resource usage during the last production day. Managers will be responsible to determine possible ways to help the facility save resources such as tips or suggestions, improving resource efficiency of the next day’s production. All managers will be assigned a challenge called “The Supervisor’s Challenge” as part of the water savings initiative. All managers as a group will be responsible for .5% of the total possible water savings. During the meetings, managers will discuss their plans to accomplish “The Supervisor Challenge”.
  5. During morning management meetings, managers will reserve time to discuss resource conservation
    2. The resource conservation discussions will start one week after project initiation and end when the project is done.
  1. Print Media
    The purpose of the flyer is to reach employees who are not aware of the blue boards. The theme of the flyers will be personal and attractive including tips and encouraging phrases to increase the involvement of employees. The flyers will be placed in restrooms, employee lounges, and meeting rooms. (Appendix A)
  2. Develop flyers for staff and employees to encourage involvement
  3. The flyers will be posted after one week of project initiation and should be taken down after 2 months.
  4. New tips and suggestions should be posted every 2 months.

Total Water Savings 1.00%

1 / The Leeds School of Business: Project Management Team
Pepsi Bottling Group / 2009 /

Water Reclaim System

Purpose

Due to PBG processes and procedures, it has been determined that the best area of focus for water conservation rests in reclaiming waste water, as grey water, for storage and later use in a process acceptable applications. This is not to say, however, that conservation projects should be limited to reclaim initiatives. Sharpening processes and increasing process efficiency are also areas of interest for water conservation.