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R10002 Process Improvement 1
Process Innovation TrackR10002Eric AlbaneseHelen Jervey
Barret ZeinfeldJosh Monsees
Faculty Guide: Professor Kaemmerlen
R10002 Process Improvement 2
Project Status UpdateProject Name
Process EngineeringProject Number
R10002Start Term
2009-2 planned academic quarter for MSD1End Term
2009-3 planned academic quarter for MSD2Faculty Guide
Professor John KaemmerlenPrimary Projects
Wegmans – Meat Tumbler Project Wegmans – Batch/Prep Project Dresser-Rand – Process Improvement 2 Project
R10002 Process Improvement 3
Wegmans Project RoadmapWegmans
Bake Shop
Bread and Roll ScalingP09713
Cookie SortingP09711
Roll ShrinkageP09712
Meat and Marinade
Meat Tumbler Batch Prep
Future Projects
Central Kitchen Yield
Flip/Label Package
R10002 Process Improvement 4
Phase 0: PlanningMission Statement – Meat Tumbler Product Description /Project Overview – Meat Tumbler
The meat tumbler marinades 2000 lbs of meat at a time. After the process is complete the meat is transported via hand cart to the packaging station where product is manually placed into packaging machine.
Key Business Goals/Project Deliverables Reduce the ergonomic and safety issues Recommend process control procedures Final Product needs to be testable in full scale
Primary Market /Project Opportunities The primary market is the Wegmans Corporation. Opportunity to save money on production cost Create a safer work environment for all employees
Secondary Market /Project Opportunities Secondary project opportunities include future partnership with Wegmans
Stakeholders Wegmans – Scott Young & Chris Issacson Employees Customers
R10002 Process Improvement 5
Phase 0: PlanningMission Statement – Batch/Prep Process Product Description /Project Overview – Batch/Prep Process
The batch/prep process currently takes place in the central kitchen. Here the ingredients for soups and sauces are prepared and mixed for packaging. There are capacity constraints that exist and Wegmans has no room to expand the current facility.
Key Business Goals/Project Deliverables Increase Capacity by implementing process controls and standardized work Develop Labor Requirements according to products Reduce the ergonomic and safety issues Create a guide for Wegmans to use for future production needs If new equipment is needed, use a full scale model
Primary Market /Project Opportunities The primary market is the Wegmans Corporation. Opportunity to increase capacity Create a safer work environment for all employees
Secondary Market /Project Opportunities Secondary project opportunities include future partnership with Wegmans
Stakeholders Wegmans – Scott Young & Chris Issacson Employees Customers
R10002 Process Improvement 6
Phase 1: Concept DevelopmentIdentify Customer Needs - Interviews Primary Customer(s)
Wegmans - Scott Young & Chris Isaacson. Visited Wegmans production plant on 10/8 & interviewed Chris Isaacson. Plan to visit in 2-3 weeks to interview Scott Young and see projects/processes in greater detail
at Wegmans plant. Customers have expressed willingness to share data and videos of processes in action
Other Stakeholder(s) - John Kaemmerlen: would want to see a successful MSD project and further develop
relationship with Wegmans for future MSD projects & co-ops. Past Senior Design Team(s)
P09711: Packaging and Automation Improvement P09712: Commercial Roll Line Shrink Reduction P09713: Fresh Bread and Roll Scaling Room All 3 past projects were in the baked goods factory at Wegmans
Next set of projects are in new facility – soup, meat, & marinade facility Past projects all involve specific goals for specific processes that are unrelated to current
projects However, Wegmans is looking for clear deliverables that they can test and put into use
immediately Cookie Sorting project P09711 was dubbed as a success by us Little was done with prototype because of large cost to implement on current production line
From past projects and interviews, we learned that the target is quick implementation and high dollar value savings
R10002 Process Improvement 7
Phase 1: Concept DevelopmentIdentify Customer Needs – Meat Tumbler Needs Statements:
1. Need a new process to transport meat2. Need new method/tools to complete task3. Finished product would consist of a production control system and safety
issues resolved1. Want a standard production system to…
1. Help queuing issues (first in, first out)2. Help better manage work
2. Want a new method to…1. Reduce ergonomic issues of reaching and lifting meat to/from tumbler2. Safety issues of pushing around 2000lb cart around busy & cluttered area
4. Customer wants a finished prototype that can be put into test immediately1. Have sources to spec and order more
5. Customer wants standard process in place to help safety and quality Estimated Staffing Requirements
3 Industrial Engineers 2 Mechanical Engineers
R10002 Process Improvement
Safety/Ergo
• Large 2000lb carts
• Cluttered Areas
• Many carts• Tight turns• Reaching• Lifting heavy
amounts• Getting run
over
Cost Savings
• $12,000 average medical bill cost
• $4,000 OSHA fine
• Cost of training replacement worker
• Workers busy all the time
• Potential FIFO issues
• Overstaffed
Production Control• Process not
FIFO• Carts get
grouped together
• No tracking method
• Don't know how to do process well
• Keep using labor to band aid situation
Affinity Diagram – Meat Tumbler
R10002 Process Improvement
Objective & Function Tree – Why Does the Customer Need Help?
We need this product because …
Keep Employees Healthy
Ergonomic issues are causing injuries
Back sprains
Overexertion
Muscle strains
Safety issues
2000lb carts striking employees
Pinch points
Appendages run over
Keep process easy to manage
No current standard process
Queue issues
No FIFO – Potential Quality
Problem
Just work fast & hard to complete job
No tracking system for
process
R10002 Process Improvement
House of QualityEngineering Metrics Customer Perception
Customer Requirements Cu
sto
mer W
eig
hts
Dis
tan
ce r
each
ex
ceed
s p
ast
mo
vem
ent
en
velo
pe
Weig
ht
lift
ed
Fo
rce r
eq
uir
ed t
o m
ov
e c
art
Nu
mb
er
of
po
ten
tial
hazard
s
Nu
mb
er
of
dif
fere
nt
way
s to
com
ple
te p
rocess
Nu
mb
er
of
ord
ers
no
t in
FIF
O
Peop
le r
eq
uir
ed
fo
r op
era
tio
n
Tim
e t
o c
om
ple
te o
pera
tio
n
1
W
ors
e
2 3 4 5
B
ett
er
Reduce reaching 1 9 3 1 WReduce heavy lifting 1 3 9 9 WEliminate push/strain hazards 3 3 3 3 3 WEliminate pinch points 3 9 WEliminate collision potential 3 3 9 WDevelop standard process 9 9 9 1 1 WKeep single piece flow (FIFO) 9 9 9 1 1 WReduce Labor 9 1 9 9 W
Technical TargetsIn
ch
es
Lbs
New
tons
# # Cart
s/H
our
ou
t o
f sy
nc
# Min
ute
s
Better 5 W: Wegmans4
Technical Benchmarking 3 W2 W W W W W W W
Worse 1
Raw score 21
21
28
63
17
1
16
2
99
99
Relative Weight 3
%
3%
4%
9%
26
%
24
%
15
%
15
%
R10002 Process Improvement 11
Phase 1: Concept DevelopmentBatch/Prep Needs Statements:
1. Completed Room1. Improved process flow2. Ergonomic issues resolved
1. Employee Injuries cost money
3. Capacity Constraints Understood1. Currently at capacity and not at peak demand
2. Labor Schedule1. Labor hours / product
1. Currently add labor to make numbers
2. Standard Work1. No Standard work procedures exist
3. Equipment Changes Implemented if needed1. Filtering Equipment2. Tables, Carts, Lifting Devices
Estimated Staffing Requirements 4 Industrial Engineers 1 Mechanical Engineer
R10002 Process Improvement 12
Labor• Just throwing
labor at problem
• Excess people• Not fast
• Not efficient• Still don’t
have enough labor
• Costs keep rising
• Too busy to look at quality
Capacity• Not enough
people to run process
• Do not want to hire more
people• Have not run
improvement projects before
• Focus is on completing
job, not quality
Safety & Ergonomi
cs• Very manual
process• Have to lift up
to 50lbs• Poor
organization• Know that a
significant injury will occur soon
Affinity Diagram – Batch/Prep Process
R10002 Process Improvement 13
Objective & Function Tree – Why Does the Customer Need Help?
We need this product because …
Keep Employees Healthy
Ergonomic issues are causing injuries
Heavy Lifting
Overexertion
Concern for future serious problems
No current standard process
No planning done on process
No standard procedures
Just work fast & hard to complete job
No layout work done before
No guide on how to run process
Capacity issues
At capacity and struggling
Demand has not peaked yet
Unsure of how many people needed
No methods to catch quality issues
R10002 Process Improvement
House of QualityEngineering Metrics Customer Perception
Customer Requirements Cu
stom
er W
eigh
ts
Cyc
le ti
me
Wei
ght L
ifte
d
Way
s to
com
plet
e pr
oces
s
Peo
ple
requ
ired
Num
ber
of c
ompl
eted
pro
duct
s pe
r sh
ift
1
Wor
se
2 3 4 5
Bet
ter
Improved process flow 3 9 9 1 1 WDecrease ergonomic injuries 3 9 WDevelop Standard process 9 1 8 1 WReduce Labor 9 3 9 3 WReduce cycle time 3 9 3 9 WIncrease capacity 9 1 3 9 W
Technical Targets
# M
inut
es
Lbs
# # #
Better 5 W: Wegmans4
Technical Benchmarking 32 W W W W W
Worse 1
Raw score 99 27 99 120
147
Relative Weight 20
%
5% 20%
24%
30%
R10002 Process Improvement 15
Brief Summary of what we learned from Wegmans
Projects has specific goals
•Each has simple objective•Completely up to MSD team on how•Each area has not been looked at before•Lots of opportunity
Customer Needs
•New methods of how to do things•Solutions will most likely involve both IE tools and physical devices•Improve Ergonomics and safety issues•Both chosen because of high $-value return
What was gained by interviewing
these stakeholders?
•Gained the perspective of the facility background and why these projects•Wegmans simply doesn’t have the manpower to fix all issues•Relationship building
R10002 Process Improvement 16
Dresser-Rand Project RoadmapDresser-Rand
Olean
Safety Process ImprovementP09457
Value EngineeringP08455
Process ImprovementP10457
Process Improvement 2
Future Projects
Painted Post
Turbine Improvement
R10002 Process Improvement 17
Phase 0: PlanningMission Statement Product Description /Project Overview
Dresser-Rand is among the largest global suppliers of rotating equipment solutions, designing, manufacturing and servicing a wide range of technologically advanced centrifugal and reciprocating compressors, steam and gas turbines, expanders, multiphase turbine separators, portable ventilators, and control systems.
Key Business Goals/Project Deliverables Wellsville plant: Increase floor space utilization by 30% and improve storage capacity and floor space by 30% Optimize the material receiving process and material receiving dock area Create a manufacturing assembly that follows a standard flow and in turn proving that ‘big things can flow’ Ensure that same product line flows into different and appropriate discrete and contiguous areas. Improve on Ergonomics where they can and address different safety issues
Primary Market /Project Opportunities The primary market is Dresser Rand and their different facilities D-R has many different opportunities throughout all of their facilities
Utilize 30% more floor space than what is used now Create room for more tools and in turn reducing cycle time and increase plant capability Justify the need for upgraded material handling equipment Change the basic logic of the floor workers Create visual aids throughout the facilities to insure standard work
Secondary Market /Project Opportunities Secondary market would include future partnerships with Dresser Rand
Based on past projects at Dresser Rand, the customer has been very happy with the work completed and express their increased interest in working with the RIT program as more projects get completed at their facilities.
Stakeholders Dennis Rice, Sponsor of current projects Dresser Rand employees The consumer of the product Kate Gleason College of Engineering Professor Kaemmerlen
R10002 Process Improvement 18
Phase 1: Concept DevelopmentIdentify Customer Needs - Interviews Primary Customer(s) The primary customer is the Dresser Rand team and everyone associated with their
product. People already interviewed include D-R representative Dennis Rice
By interviewing Dennis I was able to capture some of the root causes that led D-R to team up with RIT in order to maintain moving forward.
Dennis also explained to me what he valued so much from past MSD teams that have helped D-R and what we could do better as students.
Other Stakeholder(s) Other stakeholders include the current MSD team working with D-R and any past
and future MSD teams that will be assisting D-R. Students already interviewed include Patrick Muldoon (Team Lead of P10457), Colin Roy
(Team Lead of P09457), and Eric MacCormack ( Team member of P09457) By interviewing past and current project leads and team members I was able to generate a list of
lessoned learned and many random facts that will help our team in the future. I was able to gain knowledge on how to approach the employees of D-R and get an idea of how
they do business at their facilities. Looking at past projects, there are some that left behind very detailed and quality documentation
that provide our team with real life examples of how other groups succeeded and what areas other groups failed in.
Past documentation also provides templates on how other groups went about creating customer needs, target specifications, raw data from the facilities, dimensions, current raw material and tool allocations, concept designs and ideas, why they were chosen and why others were not (don’t re-create the wheel), and maybe most importantly other teams follow-up ideas for the future.
R10002 Process Improvement 19
Phase 1: Concept DevelopmentIdentify Customer Needs - Interpret Needs Statements:
1. Increase floor space utilization by 30% and improve storage capacity and floor space by 30%1. Increase potential capacity and become more organized2. Improve flow of material throughout the warehouse3. Decrease material travel time
2. Create a manufacturing assembly line that follows a standard work flow and in turn proving that ‘big things can flow and insure that same product line has the capability to flow into different and appropriate discrete and contiguous areas
1. To develop standard work throughout the facilities and in turn creating consistency and improving quality
2. Reduce cycle time and increase potential capacity3. Decrease waste opportunities which results in increased productivity4. Decrease lead times and improve quality
3. Improve on Ergonomics where they can and address different safety issues.1. Less safety violations and ergonomic issues creates a more enjoyable environment and saves money2. The more comfortably workers work the more productive they can be
4. Optimize the material receiving process and material receiving dock area.1. Reduce lead times and cycle times2. Reduce the amount of duplicate parts ordered3. Reduce the amount of times suppliers send wrong parts and reduce the time to recognize this
Estimated Staffing Requirements 4 Industrial Engineers 1 Mechanical Engineer
Affinity Diagram- Optimize Wellsville Facility
Floor Space
Utilization
• ‘Junk’ laying everywhere
• Material dated from a year
ago• Preventing
material flow• Decreasing
inventory capacity
• Don’t know where
anything is
Create Flow
• Will improve cycle time
• Create standard work• Improve
quality• Increase
capacity• Decrease
waste• High flexibility
and responsivenes
s• Reduce
amount of space
required
Safety & Ergonomi
cs• Many manual
process• Many heavy
lift requirements
• Standing for long periods of time
• Facility is suppose to be safety 1st but it is not
• Injuries cost money
R10002 Process Improvement 21
Objective & Function Tree – Why Does the Customer Need Help?
We need this product because …
Keep Employees Healthy
Ergonomic issues are causing injuries Safety issues
Keep process easy to manage
Add standard work Better Quality
Increase Capacity
Floor Space
Floor utilization
Faster Process
R10002 Process Improvement
House of QualityEngineering Metrics Customer Perception
Customer Requirements Cu
stom
er W
eigh
ts
Ope
n fl
oor
spac
e
Flo
or s
pace
uti
liza
tion
Cyc
le T
ime
# D
efec
ts
# S
afet
y R
isks
Inve
ntor
y
1
Wor
se
2 3 4 5
Bet
ter
Increase floor space 9 9 9 3 DImprove storage capacity 3 9 9 9 DDecrease material travel time 3 1 9 1 DAdd standard work 9 9 9 1 DReduce cycle time on process 9 9 DEliminate safety violations 3 9 DReduce inventory 3 9 D
Technical Targets
Squ
are
Fee
t
% Min
utes
# # #
Better 5 D: Dresser Rand4
Technical Benchmarking 3 D D D2 D D D
Worse 1
Raw score 111
108
189
81 39 81
Relative Weight 18
%
18%
31%
13%
6% 13%
R10002 Process Improvement
Brief Summary of what we learned from D-R
Different facilities that
want help
•Wellsville facility•Panted Post•Overall product design•All facilities involved
Customer Needs
•Increase floor space utilization •Prove ‘Big things can flow’•Improve Ergonomics and safety issues•Optimize the material receiving process
What was gained by interviewing
these stakeholders?
•Gained the perspective of both sides of a project currently underway•Began to arrive at the root cause of why the customer wants our help•Build on the relationship with the customer
R10002 Process Improvement 24
Preliminary ScheduleWeek 6 •Staffing Requirements
•Initial Project Budgets•House of Quality
Week 7 •P10457 Concept Design Presentation •10/15 8:30 pm
Week 8 •Work Breakdown Structure•Develop Team Agendas
Week 9 •Risk Assessment•P10457 Final Design Presentation•11/7
Week 10 •Marketing Video
R10002 Process Improvement 25
Future Plan - Where do you go from here?We now have a better idea of who has done what in
the past, and what our future customers look to get out of MSD
Meet with customers again and see processes in personDresser-Rand : Friday 10/16Wegmans : 10/22 or 10/29
Start to plan on requirements for projectWho is required – Work Breakdown StructureWhat are the specific goals that need to be
accomplishedContinue to build good relationships with customers