danaher-videojet ie 431 senior design group 5 terek ahady gary sun grace dong yue yin
TRANSCRIPT
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Danaher-VIDEOJETIE 431 Senior DesignGroup 5
Terek Ahady Gary Sun Grace Dong Yue Yin
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IntroductionTeam Members
Team Member Terek Ahady
- Standard Work (Bridge & Feeder) - Final Report (Results)-Final Revision on reports- Plant visits- Contact with client
Yue Yin - Standard Work (Transport-1 & Panel Control) - Final Revision on standard work- Final Report (Approach)
Grace (Shuangzhu) Dong
-Standard Work (Transport -2) -Final Report (Intro & Commentary)-Plant Visits
Gary Sun
-Standard Work (Base) -Plant Visits -Conference Call for refining standard work -Final revision on section 5
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Project Statement
Over the past 4 months, our team has contributed to updating
the standard work of the 7000 series printer base as well as
become more knowledgable in Danaher Business System
operations (lean manufacturing).
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Background InformationStatement of Need
Problem: Documentation lacks standardization & needs an update
•Goal: Update the standard work for 7000 series printer base
•Task: Observe and formalize standard work
•Improve upon the “baseline” process in DBS Kaizen
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Danaher-Videojet
Project Management
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Project managementGantt chart
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Project managementCost
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Danaher-Videojet
Approaches Used
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Approach Used
- Follow the Engineering Design Process:
•Define the problem
•Create the deliverables
•Feedback/Update our deliverable
- IE Courses & Knowledge Used:
•IE 386 Work Design Analysis - Time Study and Standard Work
•IE 383 Integrated Production System - Standard Work Lean manufacturing
•IE 370 & 470 Manufacturing and Project Management (Gantt Chart)
- Proficiency in Microsoft Excel software
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Danaher-videojet
Results
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Results - Standard Work We separated each sub assembly into a different section for the
updated standard work. There are a total of 6 different sections.
Improvements:
• All sections have been revised and reorganized with new
photos for the user.
• The new standard work is now completely digital and can be
edited very quickly.
• We have organized the sections in such a way that it is now
much more efficient to navigate to a certain build step.
• The bill of materials has been cleared or all redundancies.
• Employees can now start using tablets on the factory floor
instead of binders when referencing the standard work.
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Original Standard Work
Results - Standard Work
Updated Standard Work
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Results - DBS
• During our visits, we learned about the Danaher Business System (DBS) and their idea of constant improvement in the work place.
• As a team, we went off site to another facility to help observe and make an improvement to one of the production cells (kaizen.)
• Danaher employees gave us a presentation about their own constant DBS improvement system.
DBS Tools help Danaher grow in areas of:1.) Growth2.) Leadership3.) Lean Manufacturing
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Results - DBS
Questions:
1) Does Danaher offer any type of lean manufacturing training, or is everything
learned by experience?
2) How often are DBS improvements or kaizens documented?
3) What if a kaizen was attempted, but it did not improve efficiency?
Results / Answers:
1) Yes, all Danaher employees must attend training sessions.
2) It all depends on the facility. Some larger facilities much more often than a
smaller facility. The facility that we visited is attempting to perform one kaizen per
week for the next few months.
3) The kaizen team would take a look at what did not go well or what can be
improved from there.
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Danaher-Videojet
Conclusion
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Conclusions & Recommendations
• We recommend re-ordering sections of future standard works, in
such a way that the build flow is optimal (there were lots of
redundancies during our build.)
• Future standard works should always be created digitally.
• Continuously adjust and update item reference numbers to
eliminate repetition and redundancy.
• Identify and clarify each sections to avoid any future confusions
during assembling process. (i.e. Base, Transport, Bridges etc.)
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Thank you
Questions?Group 5
Terek Ahady Gary Sun Shuangzhu Dong Yue Yin