DETAILED DESIGN REVIEW Matthew Jackson, Derek Kreider, Emily Smith, Tashalynn Taylor December 10, 2013 Conclusion Risk AssessmentReview and ApprovalQuestions & Feedback Improvement Ideas KaizensTest PlansImplementation Timeline Observation Data OverviewMixerRheon HeadRheon Conveyor Introduction Problem StatementEngineering Requirements Presentation Agenda Current State Variable process times for sanitation at different stations on the ParBake line due to a wide variety of products, environmental factors, and different operators Current documentation allows processes to be repeatable between workers, but could still be improved Goal: Clean effectively (food safety) but efficiently (production time) Desired State Gain productivity hours on the ParBake line Document of standard work and characterization of sanitation processes Design a future state of ParBake line regarding process times, improvement opportunities, and a plan for ensuring how standard work will be followed Quantify the cost and time savings of proposed improvements Test improvements through small kaizen projects Constraints Meet food safety requirements (post/pre operational checklists) No improvements can result in a negative ergonomic impact on workers Any tools used for improvement and sustainment of proposed changes must be easily accessible to Wegmans Problem Statement 3 metrics regarding overall production times for 3 bread types (loaves, rounds, rolls). 9 metrics regarding process times at each area (Mixer, Rheon, Oven Load) for 3 bread types (loaves, rounds, rolls). 3 metrics regarding passing pre/post-op in each area (Mixer, Rheon, Oven Load). Individual metrics regarding no negative ergonomic effects, identification of sources of variability, easy of use of scheduling tool, and testing of documentation. ERs regarding process times, food safety and identification of variability addressed by proposed kaizens. Process time ERs used to support overall production time metrics. Engineering Requirements Observations Summary MixerRheon HeadRheon ConveyorOven Load Total Observations: 8763 Time Observations: 6662 Average Time: (hrs) Standard Deviation: Current Cleaning Timeline Optimized Cleaning Timeline Mixer Mixer Overview Data Number of WorkersTime Used (Hours)Average Labor Hours Labor Minutes Used ArrivalPrep InitialScrapeAir HoseBagsWater 1Foam and ScrubWater 2Dump and DryFloorsOther Average StdDev Range Minimum Maximum Mixer Process Pareto Mixer Process Breakdown Rheon Head Rheon Head Process Pareto Labor Minutes Used ArrivalDisassembleCollect WasteAir HoseScrapeCollect OilReassembleFloors Average StdDev Range Minimum Maximum Rheon Head Process Breakdown Rheon Conveyor Rheon Conveyor Process Pareto ArivalCollect WasteAir HoseScrapeFloors Average StdDev Range Minimum Maximum Rheon Conveyor Process Breakdown Review Process Improvement Plan Implementation Timeline WeeksFilm & ReviewEmployee IdeasTest Alternative Productivity Optimization Daily Sanitation Schedule Sustainment 1 2 Improve Implement Evaluate Spring Break 10 Improve Implement Evaluate Improve Implement Evaluate Improve Implement Evaluate 16 Film and Review of Mixer Film and Review of Rheon Head Employee Ideas for Rheon Conveyor Employee Ideas for Oven Load Bowl-by-Bowl Cleaning Process for Mixer Process Improvement Kaizen for Mixer Process Improvement Kaizen for Rheon Head Productivity Optimization for Mixer Daily Sanitation Schedule Review & Approval Risk Assessment IDRisk ItemEffectCauseLikelihoodSeverityImportanceAction to Minimize RiskOwner 1 Failure of pre/post clean inspection Wegmans would not meet the food safety requirements, and production time would be lost due extended cleaning procedures Cleaning too fast or misunderstanding of SSOPs 224 Ensure employees understand SSOP's and that effective cleaning is top priority All team members 2 Proposed changes or improvements might go against Wegman's "culture" The potential to gain some productivity on the ParBake line would be lost Employees not cooperating with certain changes 326 Discuss these issues with Wegmans management All team members 3 Proposed process improvements are not sustainable and Wegmans returns to their current state Wegmans would have fewer productivity hours than they potentially could Poor documentation or lack of buy-in from employees or management 224 Involve employees and management in process improvement development as well as verification of documentation Team members, employee s 4 Inaccurate report of time information by employees Inaccurate conclusions about sanitation processes Mistrust of project team by the employees 111 Obtain employee trust through involvement in process improvement development All team members 5 Changes made increases sanitation time Smaller ParBake Output Lack of understanding of Process 224 Multiple discussions with employees, get employees involved early in implementation process and validate observations with Team Leaders All team members Learning Curve313 Training employees properly, Practice All team members Lack of employee Support224 Involvement of employees in beginning of Project, have received lot of employee buy- in. All team members 6 Member of the project team gets hurt while at Wegmans Member is injured Not following Wegmans safety policies, an accident occurs 212 Understand and comply with Wegmans safety policies, always be aware of surroundings while on bakeshop floor and avoid potentially dangerous situations All team members 7 Timing of Data Collection Delay in Progress Our schedules conflict with customers schedule 326 Schedule Spreadsheet with specific dates and times. Will send to Team periodically. Extend schedule of data collection. All team members 8 Observing Relevant Products Lack of Data Product may be overstocked or not needed 339 Reduce this by getting an up to date schedule of when the product is running. Extend schedule of data collection. All team members Risk Assessment Contd IDRisk ItemEffectCauseLikelihoodSeverityImportanceAction to Minimize RiskOwner 9 Satisfying all the Stakeholders Most efficient solution may not be an option Everyone cant agree224 Take into account the opinions of the employees, management, guide and project team members. All team members 10Time constraint Unable to complete project to the level of satisfaction of the project team or Wegmans Too many other duties326 Stay on top of tasks, meet regularly to update project, and use our time more efficiently through a decision log. All team members Overhead Work - delays actual work on project 224 Meet to do work on-time outside of floor time and use our time more efficiently through a decision log. All team members Limited floor time326 Use our time more efficiently through a decision log. All team members 11 Disconnect of project - during break Behind Schedule Have to be reacclimated back into project 224 Have a kick-off meeting when we first come back to get re- situated and back on track. All team members Current State Changes Wegman's implements some changes while on break 122 Have a meeting with Mike and Jim when we first get back to get an update on the ParBake Line. All team members Make employee buy in more difficult and delay progress of the project RIT and Wegmans schedule differences - over holiday break 326 Discuss scheduling issues with Wegmans management and employees to make it clear that the project is not ending All team members 12 Communication issues with stakeholders Delay in Progress/ Unclear customer updates Priority or lost111 Reduce this by constantly checking in with the customer All team members 13 Wegmans management only implementing improvements that significantly reduce time and cost and not necessarily improvements that make employees job easier Would be missing out on some improvement opportunities and effect whether or not the employees view the project as a success or not Too much of a focus on delivering a bottom-line business benefit and ignoring employee satisfaction 224 Discuss with Wegmans management to insure that all improvements are taken into consideration All team members 14 Improvement costs money Delay in Progress/ Nonimplementation of improvement Lack of funds212 Discuss with Wegmans management to insure that all improvements are feasible All team members 15Production Delay Loss of production time/Time Observations Machine/Operator/Emerge ncy 212 Better training/ Fix machine ASAP Manager High Level Risks IDRisk ItemEffectCauseLikelihoodSeverityImportanceAction to Minimize RiskOwner 2 Proposed changes or improvements might go against Wegman's "culture" The potential to gain some productivity on the ParBake line would be lost Employees not cooperating with certain changes 326 Discuss these issues with Wegmans management All team members 7Timing of Data CollectionDelay in Progress Our schedules conflict with customers schedule 326 Schedule Spreadsheet with specific dates and times. Will send to Team periodically. Extend schedule of data collection. All team members 8 Observing Relevant Products Lack of Data Product may be overstocked or not needed 339 Reduce this by getting an up to date schedule of when the product is running. Extend schedule of data collection. All team members 10Time constraint Unable to complete project to the level of satisfaction of the project team or Wegmans Too many other duties326 Stay on top of tasks, meet regularly to update project, and use our time more efficiently through a decision log. All team members Limited floor time326 Use our time more efficiently through a decision log. All team members 11 Disconnect of project - during break Make employee buy in more difficult and delay progress of the project RIT and Wegmans schedule differences - over holiday break 326 Discuss scheduling issues with Wegmans management and employees to make it clear that the project is not ending All team members Questions & Feedback