Factory planning for water bottling projects
Practical plant planning
Start with the number of saleable bottles needed by format and period, then calculate the production hours needed to deliver them. This worksheet connects commercial demand to the actual line schedule, including changes, cleaning, losses and storage.
Answer first
For a single format, divide required good bottles by scheduled production hours and a clearly defined combined output factor. For multiple formats, calculate production time for each SKU at its own demonstrated rate and loss basis, then add changeover and cleaning time. Count every loss once.
01
Illustration only: a plant must supply 36,000 good 500 ml bottles per day. It allocates an eight-hour production window and assumes 75% combined output effectiveness within that window, covering the downtime, speed loss and rejects included in that assumption. Required nominal rate = 36,000 ÷ (8 × 0.75) = 6,000 bottles per hour.
| Combined output factor | Hours in the same window | Required nominal BPH |
|---|---|---|
| 60% | 8 | 7,500 |
| 75% | 8 | 6,000 |
| 85% | 8 | 5,294.2; round upward for screening |
02
This second illustration uses sustained good-bottle rates that already include the in-run losses and rejects in each rate. Changeover and cleaning are outside these run-rate figures and are therefore added separately. Do not apply another blanket efficiency factor to the same losses.
| Task | Demand or allowance | Rate basis | Time required |
|---|---|---|---|
| 500 ml SKU | 24,000 good bottles | 6,000 good BPH | 4.0 hours |
| 1.5 L SKU | 9,000 good bottles | 3,000 good BPH | 3.0 hours |
| Format change | One change | Agreed allowance | 0.5 hours |
| Cleaning and release preparation | Daily allowance | Agreed allowance | 0.5 hours |
| Total scheduled requirement | 33,000 good bottles | Mixed-format plan | 8.0 hours; no reserve in this example |
03
A schedule that exactly fills the shift has no time reserve for an unexpected event. Choose the reserve from service requirements and operating evidence, then test the consequences of a lower run rate, a second change or an unavailable shift.
Multiply each format volume by its bottle count. The mixed-format example puts 25,500 litres into good bottles: 24,000 × 0.5 + 9,000 × 1.5. Raw-water supply must also support treatment losses and other water uses on their own time profiles.
Convert bottle demand into packs and pallets using the actual pack pattern. Confirm labeler, packer, pallet handling and dispatch can support the same schedule.
Confirm the bottle/preform, cap, label and film replenishment schedule and who performs the change. A nominally available shift does not help if material or competent operators are unavailable.
Compare peak-period production and dispatch day by day. Prebuilding stock requires supported shelf-life, storage and funding assumptions; annual average demand alone cannot establish the peak duty.
04
Use a separate row for each launch and future format. Ask for the demonstrated run-rate basis and the conditions under which it can be achieved.
| Requirement field | What the buyer supplies | What the supplier confirms |
|---|---|---|
| Container and pack | Volume, dimensions, neck, cap, label and pack pattern | Compatibility and required change parts |
| Output | Good units required per shift or day | Rate for that exact format and the agreed measurement point |
| Time model | Shift window, changes, cleaning and operating days | Run conditions and excluded activities |
| Acceptance | Planned test materials and quality criteria | Test duration, counters, rejects and deviation treatment |
R
These sources explain the underlying method. The examples and project worksheets on this page are editorial planning aids; use the agreed equipment, site and test conditions for a real project.
Definitions of availability, performance and quality. The bottling examples here use independently chosen illustrative inputs.
Buyer questions
It is a starting average, not the complete design duty. Check peak months, SKU mix, delivery windows, available shifts and inventory limits.
Only if the stated rate can be sustained across the entire eight-hour boundary with no deductions. State the rate, production-time and loss definitions before multiplying.
Check the boundaries. If that OEE already includes the same changeover downtime, deducting it again understates capacity. Either model the events explicitly or use a consistent combined factor.
Move this project question forward
Selecting equipment from peak sales divided by nominal speed can ignore availability, format mix, sanitation and warehouse constraints.
Not sure which data matters? Send what you have and state the decision you need to make.
Send target capacity and SKUs, source-water report, site utility schedule, building layout and required project milestones.
The project desk can identify missing inputs and a practical next step. Final engineering, configuration, compliance and commercial terms remain project-specific.
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