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Process Innovation TrackR10002Eric AlbaneseHelen JerveyBarret ZeinfeldJosh Monsees1Process Innovation TrackRecent past8 projects, 5 companiesDresser RandGleason WorksWegmansCooper VisionParlecLooking forward5 projects, 2 companies3 Wegmans2 Dresser RandR10002 Process Innovation22Project Status UpdateCooper VisionDecided not to have a MSD projectWegmans Increased from 2 to 3 winter start projectsDresser Rand Expressed interest in 2 winter start projects2nd project overview meeting is November 11R10002 Process Innovation33Wegmans Project RoadmapR10002 Process Innovation44Wegmans Intellectual Property ConsiderationsLayout currently available to publicRecipes and labor rates are confidentialEmployee identities confidentialCapacity is confidentialOther intellectual property concerns will be addressed as needed

R10002 Process Innovation55P10711Wegmans Meat Tumbler Process ImprovementEric Albanese6Mission StatementProduct Description /Project OverviewThe aim of this project is to improve the meat marinade tumbler transport in the Wegmans Culinary Innovation Center. Currently, meat is marinated in 2000 lb. capacity tumblers, dumped into 600-1200 lb capacity vats, and then transferred into a vacuum pack machine (Multivac). The current process suffers from many efficiency and ergonomic issues. The overall outcome of the project is to identify and implement process improvements or changes in order to increase efficiency and safety of the workers. Key Business Goals/Project DeliverablesThe implementation of a new system to safely move the meat from the tumbler to the vacuum packaging line. In the situation where multiple items need to be fabricated, a prototype is sufficient.

R10002 Process Innovation77Project RelevancePrimary Customer /Project OpportunitiesWegmans Corporation (Scott Young & Chris Issacson) Opportunity to save money on required laborReduce the high cost of injuriesSecondary Market /Project OpportunitiesRIT Develop future projects with WegmansEmployeesBenefit from a safer work environment (morale)Meat Product CustomersPotential higher quality or less expensive productRIT StudentsOpportunity to work on an open ended, interesting project

R10002 Process Innovation88Staffing RequirementsProject Lead (Eric Albanese)IE Student ErgonomicsIE Student Lean EngineeringIE Student Ergo/Process IntegrationME Student Transport/Cart DesignME Student Transport/Cart Design

R10002 Process Innovation99Current ProcessR10002 Process Innovation10

~1000 lbs10Preliminary Work Breakdown StructureR10002 Process Innovation11

11Required ResourcesPeople:RIT John Kaemmerlen (Faculty Guide)RIT Dr. Matthew Marshall (Faculty Consult)Wegmans Chris IsaacsonWegmans Scott YoungWegmans Culinary Center EmployeesEnvironment:RIT Senior Design CenterWegmans Culinary Innovation CenterEquipment:RIT Computer LabsRIT Manufacturing LabsR10002 Process Innovation1212Affinity DiagramR10002 Process Innovation1313Objective Tree Why Does the Customer Need Help?R10002 Process Innovation1414Function Tree What does this product need to do?R10002 Process Innovation1515House of QualityR10002 Process Innovation16

16House of Quality PrioritiesStandardize processStandardize flowReduce number of hazardsR10002 Process Innovation1717Target SpecificationsPrimary GoalsSafetyReduce the risk of existing safety incident/near miss from using cart (Year to date: 3 incidents, Goal: 0 incidents)Reduce meat transport bin movement ergonomic issues to within OSHA recommended levelsReduce meat transport bin unloading ergonomic issues to within OSHA recommended levelsUtilizationThrough process improvements, work to reduce the number of labor hours needed (Current per day: 55.02 hours, Goal: TBD)Develop new product flow to keep workers utilized in a more constant, level manner(Current utilization: 52.5% (OEE), Goal: TBD)Improvements above must not slow down processSecondary Goals:Reduce meat tumbler loading ergonomic issues to within OSHA recommended levelsReduce the number of labor hours needed for Multivac(Current per shift: 128.38 hours, Goal: TBD hours)R10002 Process Innovation18Re-worded specs to be more concise 18Risk AssessmentR10002 Process Innovation19Description of RiskPossible ConsequencesProbabilitySeverityOverallContingency PlanTeam member unavailable for extended period of timeCritical items not able to be completedMMMHave other team members take time to learn what other members are doing so they can cover if need be, documentationTeam Member Drops MSDNot enough manpower to complete projectLHMDocumentation, be flexible with faculty guideParts do not arrive in timeUnable to complete project on timeMMMHave multiple supply option, use standard common partsWegmans Employees resist proposed changesCannot implement solutionsMMMInclude employee inputs in design, have discussions to ensure they realize their benefit from projectBudget gets cut midway through projectUnable to complete project as intendedLMLDemonstrate cost savings of project and return on investment, provide specs without prototype for them to produce on own19P10713Wegmans Batch Prep ProjectJosh Monsees20

Mission StatementProduct Description /Project OverviewThe 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 capacity constraints that exist and Wegmans has no room to expand the current facility.Key Business Goals/Project DeliverablesDevelop Rate of Expectancy (RE) in lbs/hour for each product to assist in scheduling needsDevelop standard work proceduresDevelop a layout to facilitate standard work proceduresAnalyze and make necessary improvements to ergonomic issues to meet OSHA recommended levelsR10002 Process Innovation21Fix formatting21Project RelevancePrimary Market /Project OpportunitiesWegmans Corporation (Scott Young & Chris Issacson)Opportunity to increase capacity of current processCreate a safer work environment for all employeesSecondary Market /Project OpportunitiesRITDevelop future projects with WegmansWegmans EmployeesBenefit from a safer, more productive work environmentSoup and Sauce CustomersHigher availability of productRIT StudentsOpportunity to work on an open ended project for a Fortune Magazine number 5 best company

R10002 Process Innovation2222Staffing RequirementsProject Lead - (Josh Monsees)IE Student ErgonomicsIE Student Lean EngineeringME Student Layout/Tool DesignME Student Layout /Tool DesignR10002 Process Innovation2323Preliminary Work Breakdown StructureR10002 Process Innovation24Team MemberWeek 1Week 2Week 3EveryoneGo over project and past work done, Identify PM, Discuss norms and values, set up weekly meeting time(s)Attend tour of facility, attend safety training, identify data neededEstablish Roles and FunctionsPM (Josh)Lead tasks above, set up tours for next weekFinalize plan, start to set up roles and tasksLearn about what team is planning and assist team members when neededIE ErgoFollow group tasks aboveDiscuss concerns and injuries with workersDevelop solution concepts for identified problems with team membersIE LeanFollow group tasks aboveStudy Process, Brainstorm different optionsMap process, and work with team to develop a standardized layoutME 1Follow group tasks aboveGather data, t0 become knowledgeable of current state

Map process, and work with team to develop a standardized layout

ME 2Follow group tasks aboveGather data, t0 become knowledgeable of current stateMap process, and work with team to develop a standardized layout

24Required ResourcesPeople:RIT John Kaemmerlen (Faculty Guide)RIT Dr. Matt Marshall (Faculty Consult)Wegmans Chris IssacsonWegmans Scott YoungWegmans Culinary Center EmployeesEnvironment:RIT Senior Design CenterWegmans Culinary Innovation CenterEquipment: RIT Computer LabsRIT Manufacturing labsR10002 Process Innovation2525Affinity Diagram Batch/Prep ProcessR10002 Process Innovation2626Objective Tree Why Does the Customer Need Help?R10002 Process Innovation2727Function Tree What does this product need to do?R10002 Process Innovation2828House of Quality Batch prepR10002 Process Innovation29

29House of Quality PrioritiesIncrease capacity per shift of overall processIncrease productivity of workforce (lbs/hr)Improve process flow

R10002 Process Innovation3030Target SpecificationsPrimary Goals Develop Rate of Expectancy (RE) for each product to assist in scheduling Develop standard work procedures to help increase capacity to meet peak customer demandsDevelop a Layout to facilitate standard work procedures Analyze and make necessary improvements to ergonomic issues to meet OSHA recommended levelsSecondary Goals If full implementation is not feasible, develop a proposal to implement ideasDevelop safety procedures to limit the risk of long term injuriesR10002 Process Innovation3131Risk AssessmentDescription of RiskPossible consequencesProbability of Risk (H/M/L)Severity of Risk (H/M/L)Overall Risk (H/M/L)Ordered materials are not delivered on timeProject deliverables may be delayed,HHHGroup Member becomes unavailable for a period of timeTeam is unable to make progress in an area due to lack of knowledgeMHHBudget for project is cut significantlyScope of project may have to be narrowed. Tools may not be built or implementedLHMEmployees are resistant to changeCannot implementsolutionsHMHImprovements Could hinder current productionReduced throughput from current stateLHMR10002 Process Innovation3232P10715Wegmans Flip Label Process ImprovementHelen Jervey33Mission StatementProduct Description /Project OverviewThe goal of this project is to reduce labor requirements for the flip package/label meat process sequence in the Wegmans Culinary Innovation CenterCurrently an operator is needed to manually flip and align meat packages to enter the x-ray inspection machineOne or more operators are needed to label packages after they exit the inspection machine depending on product type and process speedOne or more operators are then needed to weigh the product.Key Business Goals/Project DeliverablesImplement machine to automatically flip and align packagesDevise quicker labeling processControl package accumulation at scaling operationR10002 Process Innovation3434Project RelevancePrimary Customer /Project OpportunitiesWegmans Corporation (Scott Young & Chris Issacson) Reduce direct labor costsMaintain or increase throughputSecondary Market /Project OpportunitiesRIT Develop future projects with WegmansEmployeesImproved work tasks and work environmentMeat Product CustomersPotential for higher quality or less expensive productRIT StudentsOpportunity to work on multidisciplinary, practical project

R10002 Process Innovation3535Staffing RequirementsProject Lead (Helen Jervey)ME Student Mechanics DesignME Student Mechanics DesignME Student Mechanics DesignEE Student Sensor/Control DesignEE Student Sensor/Control DesignR10002 Process Innovation3636Preliminary Work Breakdown StructureTeam MemberWeek 1Week 2Week 3EveryoneReview PRP, project, and past work done, discuss norms and values, establish weekly meeting time(s), identify knowns/unknowns, establish roles and functions Tour site, attend safety training, identify knowns/unknowns, establish roles and functionsPM (Helen)Lead group tasks (above), schedule site tour , schedule safety trainingEstablish data collection plan, identify needed data from Wegmans, begin to map value stream, meet with line workers to discuss concerns Develop current-state map, review team progress MEGroup tasks (above) Clarify problem definition (if needed), establish data collection plan, meet with line workers to discuss concerns Start systems analysis, collect data MEGroup tasks (above) Clarify problem definition (if needed), establish data collection plan, meet with line workers to discuss concerns Start systems analysis, collect data MEGroup tasks (above) Clarify problem definition (if needed), establish data collection plan, meet with line workers to discuss concerns Start systems analysis, collect data EEGroup tasks (above) Clarify problem definition (if needed), establish data collection plan, meet with line workers to discuss concerns Start systems analysis, collect data EEGroup tasks (above) Clarify problem definition (if needed), establish data collection plan, meet with line workers to discuss concerns Start systems analysis, collect data R10002 Process Innovation3737Required ResourcesPeopleRIT John Kaemmerlen (Faculty Guide)RIT TBD (Faculty Consult)Wegmans Chris IsaacsonWegmans Scott YoungWegmans Culinary Center EmployeesEnvironmentRIT Senior Design CenterWegmans Culinary Innovation CenterEquipmentRIT Computer LabsRIT Manufacturing LabsR10002 Process Innovation3838Affinity DiagramR10002 Process Innovation3939Objective Tree Why Does the Customer Need Help?R10002 Process Innovation4040Function Tree What does this product need to do?R10002 Process Innovation4141House of QualityR10002 Process Innovation42Engineering Functions & MetricsCustomer PerceptionCustomer RequirementsCustomer WeightsBatch sizeStandard deviation of arrival timeReported incidentsDifference between current and future throughputTime to complete operationTime to complete operation1 Worse2345 BetterKeep single piece flow23%991193WControl flow to scaling operation15%9313WRemove ergonomic issues0%119993WMaintain or increase throughput8%11339WReduce direct labeling labor23%9WReduce direct flipping labor31%993399WFunctional Performance SpecificationsUnits#pc/ min#pc/ minminminTechnical Targets10TBDTBDTBDBetter 5W)Wegmans4WTechnical Benchmarking3WW2WWWWorse 1Raw score6.315.381.381.387.084.62Relative Weight24%21%5%5%27%18%42House of Quality PrioritiesReduce flip laborReduce label errorKeep single piece flow

R10002 Process Innovation4343Target SpecificationsPrimary GoalsImplement device to flip and arrange meat packages on conveyorReduce needed direct labor hours on line through process improvementsCurrent labor hours/day: 18.34Goal: 0Secondary GoalsImplement system or device to reduce direct labor hours associated with labeling packagesCurrent labor hours/day: 9.45Goal: TBDTertiary GoalsImplement system or device to regulate and control accumulation of meat packages at scaling operation

R10002 Process Innovation4444Risk AssessmentR10002 Process Innovation45Description of RiskPossible ConsequencesProbabilitySeverityOverallContingency PlanTeam member unavailable for extended period of timeCritical items not able to be completed on timeMMMDocument everything, cross-train where possible, redistribute workTeam member leaves MSDNot enough manpower to complete projectLHMDocument everything, meet with faculty guide ASAP, redistribute work, get more manpowerParts do not arrive in timeUnable to complete project on timeMMMHave multiple vendors, use off-the-shelf partsWegmans Employees resist proposed changesCannot implement solutionsMMMInclude employee inputs in design, practice active listening, ask Why? when concerns are raised to find root causeBudget gets cut midway through projectUnable to complete project as intendedLMLDemonstrate cost savings of project and return on investment, develop flexible project goalsAdd technical risks45P10457Layout/Storage Improvement at Dresser-RandBarrett Zeinfeld46Mission StatementProduct Description /Project OverviewBecause Dresser-Rand has such large amounts of capital in inventory, the storage and layout of the facility can cut cost dramatically. The team will be asked to explore any and all feasible options with the current layout of the inventory area to better the flow of product and improve tracking and storage of material. 360 hourly employees/160 salary employeesCan pick anywhere from 5-500 parts for one process16000 parts in the inventory areaKey Business Goals/Project DeliverablesThe team will be required to submit a layout proposal with accurate justification data, operation procedures on how to maintain new culture, inventory storage racking proposals (implementation if possible), and some sort of tracking system (ex. Supermarket).

R10002 Process Innovation4747Project RelevancePrimary Customer /Project OpportunitiesDresser-Rand (Person of Contact: Holly Dunaway) Enormous opportunity to save money by cutting inventory on site and by storing inventory and material more efficiently (2 day lead time to gather parts for workers)Minimize travel cost/distance (200-300 feet/pick, over a mile a day of walking)Ergonomically how do they handle such massive parts? (only have 1 jib crane)Operation discipline is very weakSecondary Market /Project OpportunitiesRIT Develop future projects with Dresser-RandEmployeesBenefit from a more efficient work environment (morale, productivity)Dresser-Rand CustomersPotential higher quality or cheaper productRIT StudentsOpportunity to work on an open ended, interesting project and opportunity for future employment

R10002 Process Innovation4848Staffing RequirementsProject Lead IE PM/Layout/Inventory StorageIE Student Layout/Inventory StorageIE Student Lean Engineering/Culture ChangeIncluding standard operating procedures, visual aids, and kanban/supermarket types of systemsIE Student Lean Engineering/Culture ChangeME Student Material Handling/Shelving DesignME Student Material Handling/Shelving Design

R10002 Process Innovation4949Intellectual Property ConsiderationsLayout is in house only but not confidentialLabor rates and part prices are confidentialTotal amount of inventory ($) will be confidentialAll Turbine production plans are confidentialNo picture of the current Turbine can be taken

R10002 Process Innovation5050Preliminary Work Breakdown StructureR10002 Process Innovation51Team MemberWeek 1Week 2Week 3Team Lead IE-Tour DR facility-Receive safety training-Gather Customer Needs with group-Develop Norms and Values-Begin to assign team roles-Coordinate personal responsibilities-Review and develop Customer Needs-Implement organized WBS-Maintain document control-Keep edge up to date-Continue researching and gathering dataLayout IE-Tour DR facility-Receive safety training-Review customer needs with group-Begin exploring possible storage areas-Observe current state and perform Gemba walk-Create current value stream map of the area of concern-Begin analyzing possible transformationsLayout IESame as above-Begin FactoryCad analysis-Perform Gemba walks and interview people on floor-Cont FactoryCad analysis-Develop layout possibilitiesLean IESame as above-Become familiar w/ current tracking/storage systems-Interview people on floor-Create a current material flow map of its journey-Cont interviews Lean IESame as above-Become familiar w/ current tracking/storage systems-Perform Gemba walks and Interview people on floor-Create a current material flow map of its journey-Cont interviews ME 1Same as above-Become familiar w/ current material handling systems-Cont current state analysis-Evaluate/Explore other optionsME 2Same as above-Become familiar w/ current storage/transportation eq.-Cont current state analysis-Evaluate/Explore other options51Required ResourcesPeopleRIT John Kaemmerlen (Faculty Guide)Dresser-Rand Holly DunawayDresser-Rand Matthew T CormanEnvironmentRIT Senior Design CenterDresser-RandEquipmentRIT Computer LabsRIT Manufacturing LabsR10002 Process Innovation5252Affinity DiagramR10002 Process Innovation5353Objective Tree Why Does the Customer Need Help?R10002 Process Innovation5454Function Tree What does the new layout need to accomplish?R10002 Process Innovation5555House of QualityR10002 Process Innovation56

56House of Quality PrioritiesIncrease floor spaceAdd standard workReduce cycle time on processR10002 Process Innovation5757Target SpecificationsPrimary GoalsSafetyReduce risk of picking injuries(Year to date: 2 incidents, Goal: 0 incidents)Analyze current storage area and determine if 2 levels are neededAnalyze current storage orientation and determine where parts should be stored to reduce transport distance of heavy objectsJustify purchasing new storage units/racksEfficiencyReduce lead time on picking parts.(Currently: 2 days , Goal: 3 hours)Damage fewer parts(Currently: 25% of turbine shafts ($1700-$3200each) aredamaged when stored, Goal: 0)Reduce walking time and distance(Currently: 1 mile a day; Goal: mile a day)Recommend new storage racking equipment and possibly try to store/pick FIFOSecondary Goals:Develop a tracking system to better fit workReduce man power needed to work storage areaDevelop standard work procedures for picking operationImprove part receiving from dockingR10002 Process Innovation5858Risk AssessmentR10002 Process Innovation59Description of RiskPossible ConsequencesProbabilitySeverityOverallContingency PlanWorker resistance to changeWorkers resort to "old ways. Work flow/production does not improve as proposed339Include workers throughout all steps of the design processSolution does not improve flow Flow time deterioratesIncreased production costs. Worker downtime236Create work flow diagrams (current & future)Interview workers to explore all possible conditionsSolution increases production costs D-R loses customersD-R profits decrease133Analyze production costs (current and future)Ensure improved work flow with guide and customerAll 16000 parts wont fit in new areaCannot implement solutions133Analyze multiple areas that could house extra storage. Plan for more parts then really needed.Increased Injuries in new areaCost DR money from injury report236Maintain communication with Health, Safety, and Environment managerImplement 6S59DPM Wrap-upHelped give us a good overview of what senior design is about to get rid of any nervousnessHad an opportunity to build a meaningful relationship with the customer before MSD startsDeveloped our leadership skillsLooking over past projects has given us an idea of what is done and what problems have occurredBuilt a foundation to build off of in week 1; not starting from scratchR10002 Process Innovation6060What we would have done differentlyContact more past MSD Project Leaders and discuss specifics about problems they facedReports on EDGE do not tell the whole storyLook back on past projects deliverables (risk assessment, WBS, etc)Make more connections to our deliverablesTry and observe the current individual processes during DPM rather than waiting for MSD 1Get more detailed earlier in the quarterR10002 Process Innovation6161Questions?62QFD 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 process9191W4Reduce Labor9393W5Reduce cycle time3939W6Increase capacity9139WTechnical Targets# MinutesLbs###Better 5W: Wegmans4Technical Benchmarking32WWWWWWorse 1Raw score9927108120147Relative Weight20%5%22%24%29%

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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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