Process Innovation Track R10002

1. Process Innovation TrackR10002 Eric Albanese Helen Jervey BarretZeinfeld Josh Monsees Faculty Guide: Professor Kaemmerlen R10002 Process Improvement

2. Project Status Update • Project Name • Process Engineering • Project Number • R10002 • Start Term • 2009-2 planned academic quarter for MSD1 • End Term • 2009-3 planned academic quarter for MSD2 • Faculty Guide • Professor John Kaemmerlen • Primary Projects • Wegmans – Meat Tumbler Project • Wegmans – Batch/Prep Project • Dresser-Rand – Process Improvement 2 Project R10002 Process Improvement

3. Wegmans Project Roadmap R10002 Process Improvement

4. Phase 0: PlanningMission Statement – Meat Tumbler • Product Description /Project Overview – Meat Tumbler • The 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 Deliverables • Reduce the ergonomic and safety issues • Recommend process control procedures • Final Product needs to be testable in full scale • Primary Market /Project Opportunities • The primary market is the Wegmans Corporation. • Opportunity to save money on production cost • Create a safer work environment for all employees • Secondary Market /Project Opportunities • Secondary project opportunities include future partnership with Wegmans • Stakeholders • Wegmans – Scott Young & Chris Issacson • Employees • Customers R10002 Process Improvement

5. Phase 0: PlanningMission Statement – Batch/Prep Process • Product Description /Project Overview – Batch/Prep Process • The 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 Deliverables • Increase Capacity by implementing process controls and standardized work • Develop Labor Requirements according to products • Reduce the ergonomic and safety issues • Create a guide for Wegmans to use for future production needs • If new equipment is needed, use a full scale model • Primary Market /Project Opportunities • The primary market is the Wegmans Corporation. • Opportunity to increase capacity • Create a safer work environment for all employees • Secondary Market /Project Opportunities • Secondary project opportunities include future partnership with Wegmans • Stakeholders • Wegmans – Scott Young & Chris Issacson • Employees • Customers R10002 Process Improvement

6. Phase 1: Concept DevelopmentIdentify Customer Needs - Interviews • Primary 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 Reduction • P09713: Fresh Bread and Roll Scaling Room • All 3 past projects were in the baked goods factory at Wegmans • Next set of projects are in new facility – soup, meat, & marinade facility • Past projects all involve specific goals for specific processes that are unrelated to current projects • However, Wegmans is looking for clear deliverables that they can test and put into use immediately • Cookie Sorting project P09711 was dubbed as a success by us • Little was done with prototype because of large cost to implement on current production line • From past projects and interviews, we learned that the target is quick implementation and high dollar value savings R10002 Process Improvement

7. Phase 1: Concept DevelopmentIdentify Customer Needs – Meat Tumbler • Needs Statements: • Need a new process to transport meat • Need new method/tools to complete task • Finished product would consist of a production control system and safety issues resolved • Want a standard production system to… • Help queuing issues (first in, first out) • Help better manage work • Want a new method to… • Reduce ergonomic issues of reaching and lifting meat to/from tumbler • Safety issues of pushing around 2000lb cart around busy & cluttered area • Customer wants a finished prototype that can be put into test immediately • Have sources to spec and order more • Customer wants standard process in place to help safety and quality • Estimated Staffing Requirements • 3 Industrial Engineers • 2 Mechanical Engineers R10002 Process Improvement

8. Affinity Diagram – Meat Tumbler R10002 Process Improvement

9. Objective & Function Tree – Why Does the Customer Need Help? R10002 Process Improvement

10. House of Quality R10002 Process Improvement

11. Phase 1: Concept DevelopmentBatch/Prep • Needs Statements: • Completed Room • Improved process flow • Ergonomic issues resolved • Employee Injuries cost money • Capacity Constraints Understood • Currently at capacity and not at peak demand • Labor Schedule • Labor hours / product • Currently add labor to make numbers • Standard Work • No Standard work procedures exist • Equipment Changes Implemented if needed • Filtering Equipment • Tables, Carts, Lifting Devices • Estimated Staffing Requirements • 4 Industrial Engineers • 1 Mechanical Engineer R10002 Process Improvement

12. Affinity Diagram – Batch/Prep Process R10002 Process Improvement

13. Objective & Function Tree – Why Does the Customer Need Help? R10002 Process Improvement

14. House of Quality R10002 Process Improvement

15. Brief Summary of what we learned from Wegmans R10002 Process Improvement

16. Dresser-Rand Project Roadmap R10002 Process Improvement

17. Phase 0: PlanningMission Statement • Product Description /Project Overview • Dresser-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 area • Create a manufacturing assembly that follows a standard flow and in turn proving that ‘big things can flow’ • Ensure that same product line flows into different and appropriate discrete and contiguous areas. • Improve on Ergonomics where they can and address different safety issues • Primary Market /Project Opportunities • The primary market is Dresser Rand and their different facilities • D-R has many different opportunities throughout all of their facilities • Utilize 30% more floor space than what is used now • Create room for more tools and in turn reducing cycle time and increase plant capability • Justify the need for upgraded material handling equipment • Change the basic logic of the floor workers • Create visual aids throughout the facilities to insure standard work • Secondary Market /Project Opportunities • Secondary market would include future partnerships with Dresser Rand • Based 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 projects • Dresser Rand employees • The consumer of the product • Kate Gleason College of Engineering • Professor Kaemmerlen R10002 Process Improvement

18. Phase 1: Concept DevelopmentIdentify Customer Needs - Interviews • Primary Customer(s) • The primary customer is the Dresser Rand team and everyone associated with their product. • People already interviewed include D-R representative Dennis Rice • By 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 (don’t re-create the wheel), and maybe most importantly other teams follow-up ideas for the future. R10002 Process Improvement

19. Phase 1: Concept DevelopmentIdentify Customer Needs - Interpret • Needs Statements: • Increase floor space utilization by 30% and improve storage capacity and floor space by 30% • Increase potential capacity and become more organized • Improve flow of material throughout the warehouse • Decrease material travel time • Create 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 areas • To develop standard work throughout the facilities and in turn creating consistency and improving quality • Reduce cycle time and increase potential capacity • Decrease waste opportunities which results in increased productivity • Decrease lead times and improve quality • Improve on Ergonomics where they can and address different safety issues. • Less safety violations and ergonomic issues creates a more enjoyable environment and saves money • The 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 times • Reduce the amount of duplicate parts ordered • Reduce the amount of times suppliers send wrong parts and reduce the time to recognize this • Estimated Staffing Requirements • 4 Industrial Engineers • 1 Mechanical Engineer R10002 Process Improvement

20. Affinity Diagram- Optimize Wellsville Facility R10002 Process Improvement

21. Objective & Function Tree – Why Does the Customer Need Help? R10002 Process Improvement

22. House of Quality R10002 Process Improvement

23. Brief Summary of what we learned from D-R R10002 Process Improvement

24. Preliminary Schedule R10002 Process Improvement

25. Future 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 MSD • Meet with customers again and see processes in person • Dresser-Rand : Friday 10/16 • Wegmans : 10/22 or 10/29 • Start to plan on requirements for project • Who is required – Work Breakdown Structure • What are the specific goals that need to be accomplished • Continue to build good relationships with customers R10002 Process Improvement

26. Questions? R10002 Process Improvement