Fall 2013 Co-Op Presentation1st RotationContinuous Improvement

Shane IrelandDecember 13, 2013

About Me

Hometown: – Pittsburgh, PA

Education: – University of Pittsburgh, Senior

– Industrial Engineering

– Expected Graduation of December 2014

Rotation: 1st Co-Op Rotation at EMD– One previous rotation at Crayola

–Easton, PA

Activities / Interests:– Pittsburgh sports fan

– Poker Placed 2nd in one of the PPO Tournaments

1st Rotation: Continuous Improvement

Mentor: Tracy Alim

Manager: Mike Sherwin

Four Major Projects FIE and Office Supplies Kanban System

Incorporating the Weekend Lineup on the Intranet

ORP Takt Time Analysis

AP1000 Test Loop SMED (Standard Minute Exchange of Dies)

Semester Outline:

FIE and Office Supplies Kanban System

Goal: Improve our method for Managing Supplies

Learn the Kanban Visual Management Method

FIE and Office Supplies Kanban System

Current Method:– Supplies are replenished only when someone asks them to be

– Bulk Orders

Issues with Current Method:– Excess Inventory

– No standard signal that supplies are low

– Supplies are not available when need be

Managing our Supplies

FIE and Office Supplies Kanban System

“Kanban” is a Japanese word– “Kan” literally means “card”

– “ban” literally means “signal”

A “PULL” system

The card acts as a signal to order

more supplies

What is a Kanban System?

FIE and Office Supplies Kanban System

Implement a FIE and Office Supplies Kanban System!

One Bin System

Solution

FIE and Office Supplies Kanban SystemHow it Works

Order Log File Manager Calendar

Incorporating the Weekend Lineup on the Intranet

Goal: Improve the Process of creating the Weekend Lineup

Incorporating the Weekend Lineup on the Intranet

Worked with Rick Olszewski to understand the current process– Dispatch list determines jobs

– Ask Workers to work OT

– Fill out excel file indicating who is working what

– Email excel files to superintendent

– Compile excel files to create Master Weekend Lineup

Current method for creating Weekend Lineup:

Incorporating the Weekend Lineup on the IntranetCost Centers’ Unique Excel files

502

509

506

290

504

503 510

No Standard

Emailing excel files is waste

Lacks Visibility

Incorporating the Weekend Lineup on the IntranetIssues with Current State:

Incorporating the Weekend Lineup on the Intranet

Incorporate the Weekend Lineup on the Intranet– Standardize the format

– Eliminate waste (emailing)

– Provides Visibility

Determined the NEED

Designed a Prototype on Excel

Solution:

Incorporating the Weekend Lineup on the Intranet

Wrote the standard– Trained all Supervisors and Superintendents

Training

G976 Motor Takt Time Analysis

Goal: Learn Takt Time Analysis and help ensure on time ORP delivery

G976 Motor Takt Time Analysis

Takt is a German word meaning “Pace”

Determines how much work needs to flow through a fixed system to meet our customer’s demand

Takt time = Available Time / Customer Demand

Pre Production Motor (September 2014 – September 2017)

Customer Demand = 1 Motor

What is Takt Time

ORP Takt Time Analysis

Available Hours G976= f ( CC Capacity – CC Demand)

CC Capacity = f ( Man Power per CC * Productive Hours Per Shift * Shifts per Day * Available Days)– Assumptions

Same CC Capacity as 11/27 6 Productive Hours per Shift, 3 Shifts per Day Not working Weekends or Holliday

CC Demand = E(Project Hours per CC) – G976 Hours

Phase 1: Available Hours

Over 3 Year DurationSeptember 2014 – September 2017

Required Hours (Direct Labor Hours )

Available Hours(Direct Labor Hours)

24,711 48,882

ORP Takt Time AnalysisProcess Summary Table: Over planned duration

Over Planned Duration

Process Required Hours (Direct Labor Hours )

Available Hours(Direct Labor Hours)

Rotor Machining 2,037 5,034

Rotor Assembly 494 1,376

Stator Frame Machining 1,914 1,096

Stator Core Stacking 3,348 1,223

Stator Winding 11,726 3,644

Wound Stator VPI 1,084 2,818

General Assembly 4,108 9,111

Total 24,711 24,305

ORP Takt Time AnalysisProcess Summary Table: Over Adjusted duration

Adjusted Duration

Process Required Hours Available Hours Additional Months

Stator Frame Machining 1,914 2,261 4

Stator Core Stacking 3,348 4,146 5

Stator Winding 11,726 10,196 7

Process Risk Type* Possible Countermeasure**

Stator Winding CC 502 short: 1,500 hours

Increase manpower Work overtimeRe-schedule planned demand

Conclusion: Work Overtime – 21 Days– Assuming CC 502 OT manpower = 10% Normal Manpower

AP1000 Y-Loop SMED

Goal: Reduce AP1000 Installation, Removal, and Pre Installation cycle times in the Y-Loop

AP1000 Y-Loop SMED

Single Minute Exchange of Dies– Converting internal tasks to external tasks

– Parallel operations

– Apply 5S principles

Internal Tasks– Tasks performed during installation, removal, pre-installation

External Tasks– Tasks performed while we are testing

Externalize major processes

Feasible?

What is SMED?

AP1000 Y-Loop SMEDLog Book (March 2012 – July 2013)

Process Average Min Max Target

AP1000 Installation Time

65 Hours 40 Hours 105 Hours 32.5 Hours

AP1000 Removal Time

42 Hours 3 Hours 68 Hours 21 Hours

AP1000 Pre-Installation Time

14 Hours 6 Hours 24 Hours 11 Hours

Total Time 121 Hours 78 Hours 197 Hours 60.5 Hours

Standards Problem Statement– Is there a Standard?

– Is it being followed?

– Can it be improved upon?

AP1000 Y-Loop SMED

Observe Current method

Are we following the standard?

Is that the best method?

Identify Improvement Ideas– Optimize our processes’ Constraints

Filling/Draining Long Pipe Assembly/Removal Calibrating Head and Flow Cells

– Eliminate Excess Motion, Transportation, and Waiting

Revised the Standard Procedure

Created Flow Process Maps

Created Checklists

Action Plan

AP1000 Y-Loop SMEDProcess Savings

Current State Solution Savings

Remove Instrumentation during LP Removal

Calibrate Head and Flow Cells during LP Removal

2 Hours

Calibrate Head and Flow Cells during LP Installation

Install Instrumentation during LP is Installation

8 Hours

Total 10 Hours

AP1000 Y-Loop SMEDDirect Labor Savings

Process Average Min Target Projected Time

AP1000 Installation Time

65 Hours 40 Hours 32.5 Hours 32 Hours

AP1000 Removal Time

42 Hours 32 Hours 21 Hours 32 Hours

AP1000 Pre Installation Time

14 Hours 6 Hours 11 Hours 4 Hours

Total Time 121 Hours 78 Hours 60.5 Hours 68 Hours

Potential Time Savings = 53 Hours

Direct Labor Savings = 53 Hours * 3 op.*($135/hr)* 24(Tests)

Direct Labor Savings = $515,160

What I learned this Rotation at EMD

Lean Manufacturing techniques Kanban Systems SMED Takt Time Analysis

Time management Balancing 8 projects

How to Implement Change

Thank You!!!

CI Team• Tracy Alim• Mike Sherwin• Steve Chaff• Nick Pauline• Stephanie Thompson• Diane Smarslok• Art Douglas• Dave Workoff• Bernie Kapus• Lauren Blake• Matt Howard

Test Engineers• Vince Angelo

• Dave Penska

Planning and Production• Holly Walton• Debbie Gibb• Niel Crowley

Donna Millburn

Superintendents•Shawn Cross

•Darren Keller

•John Martin

Supervisors • Rick Olszewski• Bob Tiberi• Clarence Bishop• Chris Hadley• Bill Pompe• Jim Bowers• Kevin Daugherty• Walt Saxon• Mike Reitmeyer

Questions?? ?