wegmans batch prep project system design review january 15 2010 steve crane emil kostraba adam merah...
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Wegmans Batch Prep ProjectSystem Design Review
January 15 2010
Steve CraneEmil KostrabaAdam MerahJosh Monsees
Stephanie Walter
Team Expectations
• Learn if Customer Needs are being met• Discuss potential improvement ideas• Receive input on ideas and project status• Confirm coherence between all involved
parties to create the best end product
Agenda• Review Mission Statement• Project Goals• Update Audience on Project Status• Discuss Customer Needs/ Ideas from teams
point of view• Discuss Assumptions and Risk Assessment• Project Timeline• Questions and Discussion
Mission Statement
• The batch/prep process currently takes place in the Central Kitchen and is where the ingredients for soups and sauces are batched and prepped for cooking. Currently there are Ergonomic and Safety concerns, along capacity constraints that exist and Wegmans has no room to expand the current facility.
Project Goals
• Analyze and make necessary improvements to ergonomic issues to meet OSHA recommended levels
• Develop Rate of Expectancy (RE) in lbs/hour for each product to assist in scheduling needs
• Develop standard work procedures • Develop a layout to facilitate standard work
procedures
Project Status
• Current process has been evaluated• Problem areas broken down into four Groups
– Safety and Ergonomics– People Travel & Work Area Organization– Batch Card and Labeling– Miscellaneous
• Risk assessment has been performed
Safety and Ergonomics NeedsSafety/Ergonomics Team Rank Feasibility Total Score
Cut hazards 9 9 81 Use correct knives for the job
Purchase cut free gloves, have them available around the room
Knives left out after use 9 9 81 Need specified location Shelving Very awkward lifting/twisting motion when pouring heavy bins 9 9 81 Pouring apparatus
Note on batch cards weight of item in storage so employees know beforehand
Fill cooking wine on ground and then lift it on to cart 9 9 81
Use adjustable carts so items do not need to be lifted longer than necessary
Fill buckets on cart
Note on batch cards weight of item in storage so employees know beforehand
Batch employees running fork truck and are not as skilled 9 9 81
Schedule fork truck drivers to arrive when batch employees need them
Train an early morning employee to drive the fork truck correctly
Can opener in sink and was flooded in water when we observed 9 9 81
Have a home for the can opener near an outlet, away from water
Tool Proposal
People Travel & Work Area Organization
Work Area Org/People Travel Team Rank Feasibility Total Score
Layout is inefficient, changes frequently 9 9 81
Standardize layout
Design a flow friendly area Items (bins/utensils) are stored everywhere 9 9 81
Find storage area within the batching room
Have utensils at work tables for use
Individually dump containers 9 9 81
Have pouring apparatus that can hold container while employee works on other items
Spaghetti Diagram
Batch Card and labeling
Batch Card/ Labels Team Rank Feasibility Total Score
Needs standardized volume/weight measurement 9 9 81
Should match the units in storage
Monitoring inventory will allow this
Hand Write labels 9 9 81
Label printer
Standardized label
All black and white, missing chances to add information 9 9 81
Color code batch ingredients by weight of item in inventory
How much people can lift?
Under 50 years old Over 50 years old
Occasional Lift
Frequent Lift
Occasional Lift
Frequent Lift
Men 68 lbs 47 lbs 54 lbs 31 lbs
Women 41 lbs 29 lbs 32 lbs 22 lbs
Weights that people find “acceptable”
From Paul Hickey, Wegmans Safety Engineer/Ergonomist
Risk AnalysisRisks
Description of Risk Possible CausesProbabi
lity (1/3/9)
Severity (1/3/9)
Total Risk Contingency
Team as a hazard The team on the floor creates congestion and possible obstructions to work 3 9 27 Only two (2) team members allowed on the floor at a time
Failing to improve process
Efforts do not improve or aid the process in any way 1 9 9 Allow time to track improvements and adjust as needed
Ability to change facilities
Some aspects of the room cannot be changed 9 1 9 Work around any obstruction, team is aware structural
aspects are fixedInjury hazards before improvements
Someone is hurt before we are able to make changes to increase their safety 9 3 27 Ergonomics is primary deliverable, as well as auditing for
severe and impending hazards
Creating confusion Our presence and changes create confusion and are a hindrance to the work day 3 3 9 Two (2) team members in unobtrusive locations, related
personnel are notified and introduced to the team
Changing their ways People may not be open to change 9 1 9 Test and observe new improvements and talk with personnel, with out management, for feedback
No standard process No standard process can be created 3 9 27 Proper personnel selection for the job and as well as recognition of limitations
ROI based budget Improvements may not be justifiable 9 3 27 ROI percentage and payback period are defined, will refine design if greater than threshold
Process confusion Implementation of our ideas is not understood 9 1 9 Explain and relate the process to the personnel and confusion
will ease once the process is understood and documentedComplicating process
Over analysis and or perception by employees 9 1 9 If feedback does not support the new process and positive
changes cannot be implemented, then revert to old process
Inaccurate data From our presence or changes the gathered data is inaccurate 9 3 27 Bi-Weekly meeting with Wegmans to cross examine data and
project statusUnable to collect data Upstream or downstream backups or errors 1 9 9 Work on other unimpeded tasks, redefine timeline and
deliverables to work around schedule if needed
Project Time line
• Final Design Selection January 15-February 12• Final Design Review on February 12• Order Required Materials by February 19• Build and Begin Implementation March 8 –
April 23• Re-evaluate Changes and Improvements April
16 – May 14
Urgent Issues
• Cut Proof Gloves– 2 incidents in past year– Probability one will happen during project is very
high
• Suggestion Box– Allow employees to record issues and ideas while
team is not at Wegmans
Questions???