Wegmans Frozen Cookie Capacity Increase Final Project Presentation

1. Wegmans Frozen Cookie Capacity Increase Final Project Presentation Richard Latham, Bridget Eggers, Tyler Brent, Valeria Gonzalez

2. A DAY IN THE PROCESS Frozen Cookies Commercial Cookies

3. Problem Definition Current state • High variability in and around the production line • There is a bottleneck at mixing • Underutilization of resources • Staffing issues • Need for overtime • Lack of standardization • Production delays Target state • Establish synchronized flow between scaling, mixing, dividing, and packaging steps • Increase production capacity • Maximize resources utilization • Reduce/Eliminate the need for overtime • Implement standardized work • Establish schedule flexibility • Track and sustain production system

4. Observations • Variability derives from other production lines that are sharing resources • Changeover time is not accounted for in scheduling • Planned vs. Actual cycle times are not consistent • Labor intensive tasks on Mixer yields high variability in cycle times • Unplanned production adjustments affect scheduled availability of shared resources

5. Customer needs & Eng. Requirements

6. Proposed Solutions

7. Operations Management • Divider and mixer changeover matrix was created to be added into the daily schedule. • Future Recommendations: Update the commercial dividing change over matrix. Create more detailed mixer change over matrix.

8. Operations Management • Amixing tracking sheet was developed for the operator to fill out to investigate the deviations that exist between scheduled and actual production at the mixer. • A scheduling tool was created for the team leader to create a more accurate daily schedule. • This schedule can be updated throughout the day as production plans change.

9. Operations Management • Updated cycle times • Sanitation • Breaks • Change over

10. Updated Engineering Requirements

11. Updated Engineering Requirements

12. Operations Management Future Recommendations: • Incorporate mixer schedule into the ROSS system • Separate changeover time and sanitation time • Create similar tool for dividing schedule • Integrate dividing times to create dividing schedule as well Sustainment: • Update cycle times as well as change over times • Update sanitation times • Train all team leaders • Update scheduling tool instructions

13. Mixing Prep Activities • An experiment was conducted to determine if an additional mixer operator would synchronize mixing and dividing steps. • Only high volume cookies were analyzed. • Adding an additional operator to the Sub Shop cookies and Sub Shop with Nuts cookies will have a production increase of 50% and 86%, respectively (based on cost analysis).

14. Standard Work Implementation • Standard work was created for mixing top cookies for both one operator and two operators. • This lists all best practices and average cycle times for each job element. • This will help in training new mixing operators as well as improving current processes.

15. Updated Engineering Requirements

16. Mixing Prep / Standard Work Future Recommendations: • Test on other types of cookies • Create standard work for all cookies Sustainment: • Update rates • Update job element times • Update standard work with best practices

17. Mixing Clean-Up Kaizen Current Progress: • Interviewed Jim Roode about sanitation processes • Agreed that sanitation can work on a schedule • Suggested ideal state would be a one to two hour notice • Sanitation employee will fill out sanitation section of the Mixer Operator Time Sheet Future Recommendation: • Map information flow scenarios for mixer sanitation • Collect data on sanitation cycle time • Update schedule to include sanitation

18. Scaling Process Improvement • Each recipe was updated to include a full bags and partials column. • Reduces possible errors in calculations and speeds up the process of pre-scaling • Helps in training new operators

19. Scaling Process Improvement Future Recommendation: • Perform checks to ensure recipes are accurate.

20. Positive Outcomes • Better understanding of the current state of the production line. • Provided tools that help with the decision making process on the floor. • Had weekly meetings with customer allowed everyone to always be up to speed. Communication was the most important element of project success. • "Going to Gemba" was the best and most effective way to obtain information. • Had contingency plans for delays.

21. Project Improvement Areas • Timing of the project can greatly impact analysis of current state (i.e. seasonality). • Align specific task with direct customer, this would facilitate communication and proper implementation. • Project scope should not be determined until the current state of the system has been defined. Team needs to be prepared for scope changes and scope creep with proper contingencies.

22. Future Recommendations • Sustainment is just as important as making process changes and improvements. • Wegmans should have a kick off meeting at start of project (meet operators, line leaders) • Organizational Chart for people involved in project • Responsibility matrix for project tasks (who to direct questions to) • Better balance between defining process and implantation

23. Questions?