danaher-videojet ie 431 senior design group 5 terek ahady gary sun grace dong yue yin
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Danaher-VIDEOJETIE 431 Senior DesignGroup 5
Terek Ahady Gary Sun Grace Dong Yue Yin
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
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).
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
Danaher-Videojet
Project Management
Project managementGantt chart
Project managementCost
Danaher-Videojet
Approaches Used
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
Danaher-videojet
Results
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.
Original Standard Work
Results - Standard Work
Updated Standard Work
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
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.
Danaher-Videojet
Conclusion
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.)
Thank you
Questions?Group 5
Terek Ahady Gary Sun Shuangzhu Dong Yue Yin