eric albanese helen jervey barret zeinfeld josh monsees faculty guide: professor kaemmerlen 1r10002...

R10002 Process Improvement 1

Process Innovation TrackR10002Eric AlbaneseHelen Jervey

Barret ZeinfeldJosh Monsees

Faculty Guide: Professor Kaemmerlen


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


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


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


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


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


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


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


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

%


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


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





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




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%


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


Dresser-Rand Project RoadmapDresser-Rand

Olean

Safety Process ImprovementP09457

Value EngineeringP08455

Process ImprovementP10457

Process Improvement 2

Future Projects

Painted Post

Turbine Improvement


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


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.


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





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




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%


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


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


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


Questions?

eric albanese helen jervey barret zeinfeld josh monsees faculty guide: professor kaemmerlen 1r10002...

Documents

wegmans plant

wegmans corporation

project status update

process controls

wegmans production plant

successful msd project

lbs of meat

meat tumbler marinades