IE 4350 Spring 2017 Capstone Project Presentations

May 4th, 2017 8:00 am – 10:30 am

Pickard Hall Room 212

Time Agenda

8:00 Welcome & Networking

8:15 Weatherford Aerospace, LLC

8:30 UT Southwestern

8:45 Kubota Tractor Corporation

9:00 UPS

9:15 LSG Sky Chefs

9:30 Dollamur

9:45 Cook’s Children

10:00 Tribal Juice

10:15 Wrap Up and General Discussion

Weatherford Aerospace, LLCCory Klauss, Noura Taha, Eugene Seo, Remington Reimer, Sana Al-shalal

IE 4350-Capstone

This project analyzes this scenario for Weatherford Aerospace, LLC, addressing company management’s concern over the lack of a roadmap for production workers to promote within the company. The project was broken into two initiatives: The first, an Operator Skills Matrixand the second, an Certified Operator Training Program. The initiatives together, constitute the project team’s solution to the personnel issue experienced at the company.

Organizations today face a recurring dilemma, the issue being mutual between management and production. Production workers often feel as though their jobs have no clear path for growth, and managers are left within unclear guidelines on how to promote. The question has been proposed: Is there a defined system for how an employee can move through the ranks of the company?

The scenario for Weatherford Aerospace, LLC, follows this description. Management is concerned with the lack of a “roadmap” for the production worker to move upward within the organization’s ranks. By developing a program that satisfies this need, managers feel they will have addressed an important employee need in retaining organizational talent.

DefineDevelop a path for the production worker to promote and improve within the company: Phase I – Create an operator skills matrix to define requirements for individual skill levels.Phase II – Develop an Operator Self-Verification Program to reduce emphasis on traditional inspection techniques.

Measure Analyze

Improve Control

1. Development of Operator Skills Matrix1. Development of Skills Pyramid (1-

5 levels)2. Time Constraints on Promotion3. Objective Tests for Promotion4. Personnel Skills Calculator

2. Implementation of Certified Operator Training Program

1. Certifies highly skilled operators to verify their own work

2. Reduces Emphasis on Traditional Inspection Techniques

3. Expands departmental training regimens

The project implements two tools with the goal of providing a roadmap for the production worker to promote within the company. This is accomplished by creating two training programs complete with objective constraints, as well as developing a brand new program to train operators to verify their own work.

By implementing these tools, the company will have clear stepping stones for their employee’s manufacturing careers. It is predicted that with continued project dedications, the company will see a significant drop in production worker attrition rate and employee training time.

ABSTRACT

INTRODUCTION

METHODOLOGYRESULTS

CONCLUSION

Alfonso Solis, General Manager; Dean Klix, Quality Assurance ManagerAS9100D -Requirements for Aviation, Space, and Defense OrganizationsARP 9162 – Aerospace Operator Self Verification ProgramsQP 6.2.2 (WA, LLC) – Competence, Training, and Awareness

REFERENCES

• Training and Implementation• Follow Up Meetings• Program Progress Updates

FUTURE WORK

Company

Metrics

Training

Flow

Chart

Cause and

Effect

Diagram

Process

Hierarchies

Operator

Learning

Curve

Certified

Operator

Training

Program

Follow up

Meetings

Training and

Implementation

Tracking Program

Metrics

Skills

Pyramid

Cancer Clinics Patient Flow OptimizationUT Southwestern Medical Center

Alexander Bergman, Chad Calvert, Rahim Gokal, Cesar Lopez, Alejandro Ortiz

IE 4350 Capstone – Spring 2017

Patients at Harold C. Simmons Cancer Clinics aredissatisfied with their overall visit experience interms of wait time and scheduling conflicts.Quantitative data and observations yieldedundesirable wait times, physical communicationbarriers between staff members, redundancies inthe check-in process, and batch patient scheduling.A Three-Part Check-In Redesign is recommended toreduce patient wait times throughout the clinicsalong with the installation of additional safetyequipment and amenities to increase patientsatisfaction.

The scope of the project includes: the 2nd floor main check-indesk, Infusion clinic, Labs, Breast/Surgical Oncology clinic,Hematology Oncology clinic, and Gastrointestinal/Genitourinary clinic. The patient flow throughout the hospitalis redundant in certain areas and, based on our observations,appears to yield little patient confidence and acceptance in thecurrent process. The main objectives are to improve thepatient experience throughout these areas, reduce wait time,and improve quarterly patient satisfaction reports. The currentpatient flow process is illustrated below:

Suggested Alternatives• Three-Part Check-In Redesign

1. Reduce responsibility of 2nd floor main check-in desk

2. Increase responsibility of 1st floor information desk

3. Allow individual clinics to check-in their own patients

• ADA Requirements/RecommendationsIncrease the number of Think-Lifts to one on each floor, install handrails in long hallways, install automatic handicap doors, and widen door frames for wheelchairs.

• Reallocating FundingThe 2 check-in kiosks collectively see 1.6% utilization on busy days. 3 possible financial alternatives:1. More recliners in Infusion clinic2. Waive 5$ valet fee for patients3. Install more Think-Lifts

• Clinic Specific SolutionsImplement One-Piece Flow patient processing procedure and eliminate task batching

Implementing the Three-Part Check-In Redesign wouldallow regular patients to go directly to their appointmentfloor which would reduce bottlenecking on the 2nd floorcheck-in and increase patient satisfaction by eliminatingredundant process steps. Subsequently, increasing theworkload of CSA’s at each individual clinic by enablingpatient check-ins would: increase utilization, reduceemployee down time, and increase CSA job enrichment.Qualitative suggestions based on observations (ADAimprovements, Kiosk alternatives, etc.) provide thestakeholders with additional improvement alternatives thatwould add to the overall patient experience.

ABSTRACT

INTRODUCTION

METHODOLOGY RESULTS

CONCLUSION

Kathy Price (Dir. Lean/Six Sigma Dept. UTSW), Dr. K. Jamie Rogers (IMSE Assoc. Dept. Chair),

IE3312, IE3343, IE4302, IE4308, IE4315, IE4318, IE4344

REFERENCESProvide the process owners with audit templates that would enable newprocess analysis post implementation. Additionally, reviewing the targetareas in the quarterly Medical Practice Reports would allow the stakeholdersto measure any improvements in the future.

FUTURE WORK

Down time Job enrichment 2nd floor bottlenecking Patient satisfaction

CSA’s

NADC Bin Re-slotting Alexis Hernandez, Monica Iturbe,

Shawna Pattison, Neleena PaulIE 4350 Senior Capstone Design

ABSTRACT

INTRODUCTION

METHODOLOGY

RESULTS

CONCLUSION

REFERENCES & TOOLS

PRIOR COURSEWORK UTILIZED

Figure 3: Recommended NADC Facility Layout

Kubota Tractor Corporation’sNorth American DistributionCenter’s small parts storagelayout causes the order pickingprocess to contain excessivemotion and transportationwaste.

Kubota’s North American Distribution Center765,000 sq. ft. facility was established in September2015 in Edgerton, Kansas. The NADC serves as thecentral supplier for other Kubota branchwarehouses. The company is striving to continuallyimprove their lines per hour shipped and setsmonthly baselines to meet goals.

Facilities Planning and Design, Human Factors,Methods and Measurements, Lean principles,Quality Systems

Dan Bradley (Champion), Monica Iturbe (Kubota Intern),Scott Berens (Facilitator), SAP Database, Excel, Solidworks,Google IO Diagrams

DATA

The company provided our team with zone maps,bin layout & dimensions, individual materialdataset, ABC & cycle count codes, bin reports. Binreports consist of the material descriptions, bintype, bin numbers, storage section codes, andpicking zones.

Shelves were pushed together to increase storagecapabilities and decrease aisle space.

Within the new layout, the configuration from rightto left is organized in a manner so from high moving ‘A’to dead ‘D’ parts. Due to the limited quantity of SP3bins, those were only allocated to hold the fast andmedium moving materials. Additionally, SP3’s were keptin their original shelving as their custom-made to theirsize.

Bin Numbers were renamed to accommodate thenew layout which includes modifying the aisle & shelfcodes. Due to the corrugated cardboard sheets, frontand rear bins were specified with either an ‘F’ or ‘R’respectively at the end of the new bin number.

. After examining the process flow, the team came to the conclusion that thepicking process was contributing the most waste to the system. In order toobtain a clearer idea of a Kubota Warehouse, our team took a tour of theKubota Central Warehouse in Fort Worth, Texas .

Figure 1: Pareto Detailing New ABC Codes

The Pareto examines the average line orders per stock item. A = 80% of Lines & 15% of StockB = 15% of Lines & 18.7% of StockC = 5% of Lines & 24.8% of StockD = 0% of Lines & 41.5% of StockFrom analyzing the zone maps and the Pareto Diagram, we developed two alternatives for potential layouts.

• X bar bar = Avg of Daily Averages, 27 lines/ hr• Set C_pk equal to 1, use standard deviation

from study• Find LSL and USL to determine where the

process needs to lie in order to be in control and meet goals.

• If USL is often surpassed, than expectations can be set higher

• If LSL is not often not met, process needs to be reevaluated

PROCESS CAPABILITY

Figure 2: C_pk Chart

Our team developed a new facility floor layout of the small bin section of NADC. Bin slot and bin locations were also redefined according to new product performance metrics (new ABC codes).

With this new design, we hope to increase lines per hour picked leading to a reduced lead times. The improvement aims to maintain customer satisfaction while reducing energy wasted by excessive motion and transportation of pickers.

UPS Worker EfficiencyTravis Mayes, Yousif Abushaaban, Isaac Hicks, Alan

RamirezIE 4350: Senior Capstone

The Capstone team was tasked with improving worker efficiency using the DMAIC methodology.

After gathering and analyzing data, we concluded changes need to

occur in the process map, layout, and lineup.

The process we are working with is workers loading

packages after sorting ontotrucks. The workers have

individual PPH (packages per hour) goals that are not being met. Data analyzed has been given to us by UPS. And the goal is to improve worker

efficiency.

Define:In order to improve worker efficiency, we need to

optimize methods and procedures

Measure:

Analyze:

Improve:

Control:

We proposed three separate implementations. The layout change was

not implemented in time for any measurements to be taken. The daily lineup improvements increased the

overall building PPH. After deleting waste in the flow chart and recommending it to

UPS we can assume that this would increase PPH as well.

ABSTRACT

INTRODUCTION

METHODOLOGY RESULTS

CONCLUSION

John Wooten at UPS, Dr. K. J. Rogers, IE 3343, IE 4344, IE 4343, IE 4308, IE 4310

REFERENCESFor the future UPS can work on better training methods and

equipment to improve worker efficiency.

FUTURE WORK

Workers Extra ft PPH hours PPC Total Extra ft1 4 200 4 1.5 2133.3333332 2 200 4 1.5 1066.6666673 2 200 4 1.5 1066.6666674 4 200 4 1.5 2133.3333335 4 200 4 1.5 2133.3333336 8 200 4 1.5 4266.6666677 2 200 4 1.5 1066.6666678 4 200 4 1.5 2133.333333

• Maintain efficient process workflow by planning how many packages each employee has

• Improve Worker Process Flow• Remove extra gratings from work area

Above is the results prior and after implementation of the updated lineup plan. The PPH measurements for the building shows a substantial increase.

L

Introducing runner

Add presoak/s

taging process

Buzzer Accountab

ility

Visual Management for Dish Placement

Signal System

ANCILLARY EQUIPMENT FACILITY DESIGN – DOLLUMUR XPE Michael James Shumate, Abdulhadi Jamil Syed, Luis Adolfo Torres Martinez,

Garrett Michael Jamieson, Haidang Vo NguyenIE 4350 CAPSTONE DESIGN – SPRING 2017

Setting up an entire new facilityrequires much more than procuringprimary equipment and plugging it in.Secondary equipment such aschillers, cooling towers, silos, andmore must be sourced, procured, andplaced on-site. This project includesthe sourcing and procurement of a100,000 pound outdoor silo and theoptimal placement of the remainingancillary equipment.

ABSTRACT

Dollamur Sport Surfaces, based inFort Worth, TX, procures their top rawmaterial, foam, from California andIllinois in order to manufacturewrestling mats. Freight for thismaterial alone costs more than$800,000 annually. A new facility wasplanned to convert Low DensityPolyethylene (LDPE) resin pellets tofoam. This will reduce this cost andallow Dollamur to better control thequality of the foam they use. A tradestudy was conducted to select a silofor raw material storage. FacilityPlanning and Design and EngineeringEconomics techniques were used toplace ancillary equipment optimally.

INTRODUCTION

METHODOLOGYThe trade study conducted onpossible silo showed that the mostfeasible choice of silo would be a K-Malt silo as it met all the requirementsset in the define phase. Pairwiseexchange was used to optimize theamount of piping running through thefacility. Figure 1 shows the amountfinal layout while table 3 and 4 showsthe end results of the the pairwise,resulting in a 29% reduction in pipingfrom the cooling tower and 17%reduction for the water tower pipingcompared to Dollamur’s original plan,shown in tables 3 and 4.

RESULTS

The recommended solutions for thenew facility layout enabled the overallproject to progress on schedule. Theproposed solutions for materialhandling and storage solutionsdecreased the operations costs. Also,the adjusted ancillary equipmentlayout resulted in significantreductions in installation costs.Overall, the new facility in addition tothe solutions implemented in thisproject will result in a forecasted totalsavings of $800,000 per year toDollamur Sport Surfaces.

CONCLUSION

Engineering Economics • Facility Design • Decision Analysis • Project Management • Dongyob Lee, PE Tech • Mark Olton, Dollamur Sport Surfaces

REFERENCESStandard Operating Procedures arerequired at the moment of expansionin 2 years. Also, maintenanceprocedures for the equipment arenecessary for the working life of theequipment.

FUTURE WORK

The Six Sigma DMAIC methodology was implemented to develop the solutions for the project. This methodology is composed of 5 phases: Define, Measure, Analyze, Improve, and Control.

DEFINE An overview process of the flow of LDPE through the facility, shown in Figure 1, was developed in order to define thematerial handling equipment this project will improve on. The storage silo and delivery procedure to the mixer will be further analyzed.In addition to the material handling procedures, this project will attempt to reduce installation costs for the remaining of the ancillaryequipment supporting the primary machines of the process.

Storage LDPEaddedtomixer

Materialre-pelletized

Mixturereshapedbyextruder

Extrudedsheetsolidified in

oven

Finished foampackaged

Ship FinishedProduct

Figure 1. Flow diagram of LDPE flow through the facility

MEASURE Table 2 shows each silo option with each metric value that was deemed important towards the requirements. All 3alternatives meet the requirements shown in Table 1. These measurements will then be scaled, analyzed, and compared to define themost valuable alternative for Dollamur XPE. The primary metrics of the pump are power, condition and cost. Also, manual materialhandling via forklift is an option that will be compared to the pump through net present value. Lastly, the initial proposed layout for thepiping lines of the ancillary equipment is shown in Figure 2.

Table 2. Silo alternatives and metrics

Table 1. Silo requirements

ANALYZE Weights were assigned to each of the silo criteria based on Dollamur’s priorities. This allowed for a Trade Study to bedeveloped to compare the 3 silo alternatives. The cost ratio factored in the difference the value of the silo and the logistics to install it,therefore all costs were grouped into a single metric. The results are shown on Table 3. For optimizing the piping throughout thefacility, pairwise exchange methodology is utilized to visualize relationships and mathematically determine a new iteration of positionsfor each of the ancillary equipment along the wall. Figure 3. shows the initial and final layout pairwise charts. Finally, a Present WorthAnalysis was performed using cost cash flows to compare the use of manual material (buy pump in 2 yrs.) or directly push the LDPEpellets through a pump (buy pump now). The results are shown in Table 4.

Table 3. Scoring charts for all silo alternatives

CONTROL It’s recommended that all procedures and processes be clearly documented and stored for future reference. It isexpected for Dollamur XPE to expand its manufacturing operations to a brand new facility in 2 years. The documentation will serve asa detailed guideline to better assist with silo vendor selection and produce the most cost effective design of pipeline connections forthe ancillary equipment.

Figure 3. Development of final layout through pairwise exchange methodology

Table 4. Present Worth Analysis Results

IMPROVE The ancillary equipment needs to be installed outside the facility to ensurecontinuous production of the XPE rolls. After many iterations of rearranging the ancillaryequipment to reduce amount of piping required using pairwise exchange, an overall decreaseof 23.6% of necessary piping for the facility’s water lines was noted, as compared to theproposed alternative. Figure 4 shows the best iteration of the facility layout design.

Figure 4. Final layout for ancillary equipment

Figure 2. Preliminary piping layout of ancillary equipment

WET SCRUBBER

Cook Children’s Auditing SystemJenny Griffin, Stewart Lanie, Bryan

Pennington, Bushra Rohaizad, Abira SyedIE 4350 - Capstone Design

The Audiology Department at Cook Children’s Rehabilitation Services has an internal auditing process that is not accurately measuring the quality of patient charts. The senior design team will collaborate with stakeholders to increase the effectiveness of the auditing tool through the DMAIC methodology and implement corrective action.

Auditing patient charts is required by multiple entities, including the internal compliance department and external accreditors. The tool used for auditing has not been revised for several years. Many indicators have since become unnecessary and redundant. After analyzing the process, the overall tool was found to be only 24.1% effective for measuring chart quality. The objective of this project is to increase effectiveness to 100% by redesigning the auditing tool and implementing a standard process that will allow audiologists to take responsibility or the quality of patient charts.

Overall:Effectiveness Level: ~80%Average Cycle Time (with 15% PFD): 2.27 minutesStandard Deviation: 0.65 minutesTotal Improvement:Effectiveness Level: +75.9%Cycle Time: +38.7%Standard Deviation: +26.8%

The new auditing tool allows leadership a detailed and accurate overview of the quality of patient charts within their department. Previously deemed busy work required by accreditors, the tool now allows Cook Children’s to keep the whole department informed of their quality status, and to begin conducting corrective action as soon as possible.

ABSTRACT

INTRODUCTION

METHODOLOGY RESULTS

CONCLUSION

Content of the presentation is proprietary to Cook Children (CCMC) and subject to intellectual property protection.

REFERENCES

Define: Cook Children’s auditing process does not bring value or meaning to the stakeholders.

Measure: Voice of the Customer (VOC) survey and time studies were performed on the current auditing tool.

Analyze: Survey responses were analyzed to indicate the relevance of audit tool indicators.

Improve: Reduction of indicators resulted in lower cycle time.

Control: Revised tool and Microsoft Excel form developed for future process documentation.

ABSTRACT

INTRODUCTION RESULTS

METHODS

CONCLUSION

ACKNOWLEDGEMENT

Yavuz A. Bozer, and J.M. A. Tanchoco. Facilities Planning. 4th ed. Hoboken: John Wiley & Sons, 2010. Print.

Componation, Paul. (2017). “Objectives”. January 31 2017, Microsoft PowerPoint file.Componation, Paul. (2017). “Alternatives”. March 18 2017, Microsoft PowerPoint file.Componation, Paul. (2017). “Models”. March 18 2017, Microsoft PowerPoint file.

Componation, Paul. (2017). “Analysis”. March 18 2017, Microsoft PowerPoint fileComponation, Paul. (2017). “Sensitivity”. March 18 2017, Microsoft PowerPoint file REFRENCES

Tribal Juice is a Dallas based organic juicery. In two years they have expanded beyond the DFW area into many markets across Texas. Currently, they operate out of their small facility in Richardson, Texas and in May they will be opening a storefront in Dallas, Texas.

Due to their rapid growth, Tribal Juice will outgrow their current facility within the next couple years.

This team has been presented with the task of developing an expansion plan for Tribal Juice. Their current process was analyzed given production quantities and demand in order to determine their best future layout and machine requirements. A trade study was also performed to determine the best location for their new production facility.

Define: The main objectives that will be focus on are effective space utilization, production capacity, determining machine requirements, and reducing waste and variability.Measure: Dimensions of the following were gathered: • Current equipment• Machine cycle times and setup times, • Past and current production quantities• Supplier lead times• Worker headcountAnalyze:

Improve:• U-shaped, production line layout for the new

facility• Move towards “pull” system instead of current

“push”• Purchase another X-1 Juicer• Facility relocation should be in Las Colinas areaControl:

Effective Space Utilization

Production CapacityTransition from a Push to Pull system. It would allow Tribal to produce according to market and customer

demands efficiently, while reducing waste from production and unsold product.

Machine Requirements Purchase another X-1 Juicer for 2018

Relocation Trade Study

Reduce Waste and Variability

Objectives Rank Sum Alternatives

Rank Inverted

Rank

Weight West Dallas Score Las Colinas Score Coppell Score

Price 1 6 6/21 = 0.286 2 0.572 3 0.858 1 0.286

Location Size 2 5 5/21 = 0.238 1 0.238 2 0.476 3 0.714

Distance from HPP 3 4 4/21 = 0.190 2 0.380 2 0.380 3 0.570

Distance from

Store

4 3 3/21 = 0.143 3 0.429 2 0.286 1 0.143

Cleanliness 5 2 2/21 = 0.095 3 0.285 3 0.285 3 0.285

Location Shape 6 1 1/21 = 0.048 3 0.144 3 0.144 3 0.144

Total: ⅀= 21 West Dallas

Score:

2.048 Las Colinas

Score:

2.429 Coppell

Score:

2.142

Juice Batches/Day Production Time Bottles Produced

Monday Chief 4 batches 4 hours 640

Rain Dance 5 batches 2.5 hours 700

Tuesday Smudge 5 batches 3.75 hours 675

Medicine Man 5 batches 2.5 hours 750

Wednesday Pony Up 3 batches 3 hours 660

Beats 4 batches 3 hours 640

Thursday Sunshine 4 batches 4 hours 640

32 oz Juices 2.5 hours

Tribal should refer to the Tribal Knowledge booklet for suggestions of how they can achieve their most efficient operation flow and facility.

Thank you to Tribal Juice and Julianne Nutt, the Director of Operations at Tribal, for supplying the team with the necessary information and resources to accomplish the project.

Improvement Cost

X-1 Juicer $30,000

New Facility Space $51,952.87/yr

Tribal Juice Expansion OperationMarshall Cox Neda Langroodi Mary Rangel Jessica Salazar

IE 4350 Capstone Design Spring 2017

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