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Process Innovation TrackR10002Eric AlbaneseHelen JerveyBarret ZeinfeldJosh Monsees

Faculty Guide: Professor Kaemmerlen1R10002 Process Improvement1Project 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 ProjectsWegmans Meat Tumbler ProjectWegmans Batch/Prep ProjectDresser-Rand Process Improvement 2 ProjectR10002 Process Improvement22Wegmans Project RoadmapR10002 Process Improvement33Phase 0: PlanningMission Statement Meat TumblerProduct Description /Project Overview Meat TumblerThe 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 DeliverablesReduce the ergonomic and safety issuesRecommend process control proceduresFinal Product needs to be testable in full scalePrimary Market /Project OpportunitiesThe primary market is the Wegmans Corporation. Opportunity to save money on production cost Create a safer work environment for all employeesSecondary Market /Project OpportunitiesSecondary project opportunities include future partnership with WegmansStakeholders Wegmans Scott Young & Chris IssacsonEmployeesCustomers

R10002 Process Improvement44Phase 0: PlanningMission Statement Batch/Prep ProcessProduct Description /Project Overview Batch/Prep ProcessThe 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 DeliverablesIncrease Capacity by implementing process controls and standardized workDevelop Labor Requirements according to productsReduce the ergonomic and safety issuesCreate a guide for Wegmans to use for future production needsIf new equipment is needed, use a full scale model Primary Market /Project OpportunitiesThe primary market is the Wegmans Corporation. Opportunity to increase capacityCreate a safer work environment for all employeesSecondary Market /Project OpportunitiesSecondary project opportunities include future partnership with WegmansStakeholders Wegmans Scott Young & Chris IssacsonEmployeesCustomers

R10002 Process Improvement55Phase 1: Concept DevelopmentIdentify Customer Needs - InterviewsPrimary 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 ReductionP09713: Fresh Bread and Roll Scaling RoomAll 3 past projects were in the baked goods factory at WegmansNext set of projects are in new facility soup, meat, & marinade facilityPast projects all involve specific goals for specific processes that are unrelated to current projectsHowever, Wegmans is looking for clear deliverables that they can test and put into use immediatelyCookie Sorting project P09711 was dubbed as a success by usLittle was done with prototype because of large cost to implement on current production lineFrom past projects and interviews, we learned that the target is quick implementation and high dollar value savingsR10002 Process Improvement66Phase 1: Concept DevelopmentIdentify Customer Needs Meat TumblerNeeds Statements:Need a new process to transport meatNeed new method/tools to complete taskFinished product would consist of a production control system and safety issues resolvedWant a standard production system toHelp queuing issues (first in, first out)Help better manage workWant a new method toReduce ergonomic issues of reaching and lifting meat to/from tumblerSafety issues of pushing around 2000lb cart around busy & cluttered areaCustomer wants a finished prototype that can be put into test immediatelyHave sources to spec and order moreCustomer wants standard process in place to help safety and qualityEstimated Staffing Requirements3 Industrial Engineers2 Mechanical EngineersR10002 Process Improvement77Affinity Diagram Meat TumblerR10002 Process Improvement8Objective & Function Tree Why Does the Customer Need Help?R10002 Process Improvement9House of Quality

R10002 Process Improvement10Phase 1: Concept DevelopmentBatch/PrepNeeds Statements:Completed RoomImproved process flowErgonomic issues resolvedEmployee Injuries cost moneyCapacity Constraints UnderstoodCurrently at capacity and not at peak demandLabor ScheduleLabor hours / product Currently add labor to make numbersStandard WorkNo Standard work procedures existEquipment Changes Implemented if neededFiltering EquipmentTables, Carts, Lifting Devices

Estimated Staffing Requirements4 Industrial Engineers1 Mechanical EngineerR10002 Process Improvement1111Affinity Diagram Batch/Prep ProcessR10002 Process Improvement1212Objective & Function Tree Why Does the Customer Need Help?R10002 Process Improvement1313House of Quality

R10002 Process Improvement14Brief Summary of what we learned from WegmansR10002 Process Improvement1515Dresser-Rand Project RoadmapR10002 Process Improvement1616Phase 0: PlanningMission StatementProduct Description /Project OverviewDresser-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 areaCreate a manufacturing assembly that follows a standard flow and in turn proving that big things can flowEnsure that same product line flows into different and appropriate discrete and contiguous areas.Improve on Ergonomics where they can and address different safety issuesPrimary Market /Project OpportunitiesThe primary market is Dresser Rand and their different facilitiesD-R has many different opportunities throughout all of their facilitiesUtilize 30% more floor space than what is used nowCreate room for more tools and in turn reducing cycle time and increase plant capabilityJustify the need for upgraded material handling equipmentChange the basic logic of the floor workersCreate visual aids throughout the facilities to insure standard workSecondary Market /Project OpportunitiesSecondary market would include future partnerships with Dresser RandBased 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 projectsDresser Rand employeesThe consumer of the product Kate Gleason College of EngineeringProfessor KaemmerlenR10002 Process Improvement1717Phase 1: Concept DevelopmentIdentify Customer Needs - InterviewsPrimary Customer(s) The primary customer is the Dresser Rand team and everyone associated with their product.People already interviewed include D-R representative Dennis RiceBy 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 (dont re-create the wheel), and maybe most importantly other teams follow-up ideas for the future.R10002 Process Improvement1818Phase 1: Concept DevelopmentIdentify Customer Needs - InterpretNeeds Statements:Increase floor space utilization by 30% and improve storage capacity and floor space by 30%Increase potential capacity and become more organizedImprove flow of material throughout the warehouseDecrease material travel timeCreate 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 areasTo develop standard work throughout the facilities and in turn creating consistency and improving qualityReduce cycle time and increase potential capacityDecrease waste opportunities which results in increased productivityDecrease lead times and improve qualityImprove on Ergonomics where they can and address different safety issues.Less safety violations and ergonomic issues creates a more enjoyable environment and saves moneyThe more comfortably workers work the more productive they can be Optimize the material receiving process and material receiving dock area.Reduce lead times and cycle timesReduce the amount of duplicate parts orderedReduce the amount of times suppliers send wrong parts and reduce the time to recognize thisEstimated Staffing Requirements4 Industrial Engineers1 Mechanical EngineerR10002 Process Improvement1919Affinity Diagram- Optimize Wellsville FacilityR10002 Process Improvement2020Objective & Function Tree Why Does the Customer Need Help?R10002 Process Improvement2121House of Quality

R10002 Process Improvement22Brief Summary of what we learned from D-RR10002 Process Improvement23Preliminary ScheduleR10002 Process Improvement2424Future 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 MSDMeet with customers again and see processes in personDresser-Rand : Friday 10/16Wegmans : 10/22 or 10/29Start 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

R10002 Process Improvement2525Questions?R10002 Process Improvement2626QFD Phase IQFD MatrixPHASE I QFDWegmans Meat TumblerCorrelation CodesDistance reach exceeds past movement envelope+ +Very PositiveWeight lifted+PositiveForce required to move cart-NegativeNumber of potential hazards- -Very NegativeNumber of different ways to complete processNumber of orders not in FIFO-People required for operationTime to complete operation+- -PreferreddwndwndwndwndwndwndwndwnEngineering MetricsCustomer PerceptionCustomer RequirementsCustomer WeightsDistance reach exceeds past movement envelopeWeight liftedForce required to move cartNumber of potential hazardsNumber of different ways to complete processNumber of orders not in FIFOPeople required for operationTime to complete operation1 Worse2345 Better1Reduce reaching1931W2Reduce heavy lifting1399W3Eliminate push/strain hazards33333W4Eliminate pinch points39W5Eliminate collision potential339W6Develop standard process99911W7Keep single piece flow (FIFO)99911W8Reduce Labor9199WTechnical TargetsInchesLbsNewtons##Carts/Hour out of sync#MinutesBetter 5W: Wegmans4Technical Benchmarking3W2WWWWWWWWorse 1Raw score212128631711629999Relative Weight3%3%4%9%26%24%15%15%

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QFD Phase IQFD MatrixPHASE I QFDWegmans Batch/PrepCorrelation CodesCycle time+ +Very PositiveWeight Lifted+PositiveWays to complete process-NegativePeople required-- -Very NegativeNumber of completed products per shift+ ++- -PreferreddwndwndwndwnupEngineering MetricsCustomer PerceptionCustomer RequirementsCustomer WeightsCycle timeWeight LiftedWays to complete processPeople requiredNumber of completed products per shift1 Worse2345 Better1Improved process flow39911W2Decrease ergonomic injuries39W3Develop Standard process9181W4Reduce Labor9393W5Reduce cycle time3939W6Increase capacity9139WTechnical Targets# MinutesLbs###Better 5W: Wegmans4Technical Benchmarking32WWWWWWorse 1Raw score992799120147Relative Weight20%5%20%24%30%

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QFD Phase IQFD MatrixPHASE I QFDDresser RandCorrelation CodesOpen floor space+ +Very PositiveFloor space utilization+ ++PositiveCycle Time-Negative# Defects- -Very Negative# Safety RisksInventory+ +++PreferredupupdwndwndwndwnEngineering MetricsCustomer PerceptionCustomer RequirementsCustomer WeightsOpen floor spaceFloor space utilizationCycle Time# Defects# Safety RisksInventory1 Worse2345 Better1Increase floor space9993D2Improve storage capacity3999D3Decrease material travel time3191D4Add standard work9991D5Reduce cycle time on process99D6Eliminate safety violations39D7Reduce inventory39DTechnical TargetsSquare Feet%Minutes###Better 5D: Dresser Rand4Technical Benchmarking3DDD2DDDWorse 1Raw score111108189813981Relative Weight18%18%31%13%6%13%

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