Post on 19-Dec-2015
WEGMANS 2009-2010 PROJECTS
Matt Syska, Industrial & Systems EngineeringAndreana Crance, Industrial & Systems Engineering
WEGMANS 2009-2010 PROJECT DOWN-SELECT
Wegmans would like to sponsor 4 projects for AY2009-2010
Project readiness packages have been completed for Cheesecake Pan Process Improvement and Ergonomics and Design of Tumbler Transport
DPM FINAL PROJECT PRESENTATIONP10711 – WEGMANS - ERGONOMICS AND DESIGN OF TUMBLER TRANSPORT
Matt Syska, Industrial & Systems Engineering
PROJECT INFORMATION Project Name
Wegmans - Ergonomics and Design of Tumbler Transport Project Number
P10711 Project Family
R09170 Track
Modern Food Processing and Bakery Technology for Lean Production Systems Start Term
2009-1 End Term
2009-2 Faculty Guide
Dr. John Kaemmerlen (ISE) Technical Lead
Phil Bryan Primary Customer
Wegmans Culinary Innovation Center, Scott Young
MISSION STATEMENTProduct Description /Project Overview
The 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 300-600 lb capacity vats, and then transferred into a vacuum pack machine. The current process suffers from many efficiency and ergonomic issues. The overall outcome of the project is to identify and implement process improvements in order to increase efficiency and safety of the workers.
Key Business Goals/Project Deliverables The primary business goals of this process change is to:Create standard work processes for meat tumbler transportUtilize workers’ time in a more efficient wayImprove overall efficiency of facility in order to make a greater profitImprove safety conditions for all workers
Primary Market /Project OpportunitiesWegmans Culinary Innovation Center in Rochester, NY
Secondary Market /Project OpportunitiesSimilar Wegmans production facilities
Stakeholders Wegmans Culinary Innovation Center in Rochester, NYScott Young and Wegmans’ engineering groupCulinary Innovation Center workers whom are effected by the changesWegmans Distribution Center CommunityCommunity that purchases the products
WEGMANS CULINARY INNOVATION CENTER $36 million 53,000 sq. ft. addition to
meat shipping facility.* Opened early 2009. Central kitchen for Wegman’s in-house
brands of soups, sauces, and raw materials used for fresh prepared food.
Pre-packaged marinated meat is processed here.
*http://www.democratandchronicle.com/article/20090313/BUSINESS/903130318/1001
CURRENT PROCESS
Image Sources:http://www.democratandchronicle.com/apps/pbcs.dll/gallery?Site=A2&Date=20090312&Category=multimedia03&ArtNo=903120804&Ref=PH&Params=Itemnr=1 http://www.mpbs.com/resources/contentfiles/mpbs/catalog/products/stainless-steel-mobil-poultry-table/image/10399%20(W).jpg http://www.vacuums365.com/uploaded_images/vacuum-packaging-machine-717063.jpg
AFFINITY DIAGRAM –RAW DATA FROM CUSTOMERS AND STAKEHOLDERS
Lean
No Standardization
High Volume, High Mix of products
Loading/Unloading Procedures
Tumbler outpaces packaging machine
Changeover Problems
OBJECTIVE TREE – WHY DOES THE CUSTOMER NEED THIS PRODUCT?
This Product or ProcessNeeds to …
Lean ProcessesImprove
Loading/Unloading Procedures
Balance the Line
Proper utilization of resources
Safety/SanitationEnsure safety
of workers
Stop problems before they
occur
Ensure Safety of Food
Material HandlingHandle variety
of materials
Make product movement less
messy
Stop splashing from occurring
LayoutEfficiently use limited amount
of space
Enable further expansion
Cost effective changes
FUNCTION TREE –WHAT DOES THIS PRODUCT NEED TO DO?
Improve Ergonomics and Design of Tumbler Transport at Wegmans Culinary Innovation Center
LeanReduce time to
load/unload transport by 25%
Able to be sized up due to high
demands
Perform to the bottleneck
SafetyReduce risk of long
term ergonomic injuries by 50%
Be proactive in solving safety
problems – report any issues
Meet strict food safety
standards
Material HandingBe flexible in design to accommodate 30 different products
Eliminate need to wipe packaging area
to prevent leakers
Prevent splashing from occurring
during transport
LayoutImprove flow of
goods and people
Create an intuitive and standardized
layout
Be cost effective
TARGET SPECIFICATIONS
Metric # Metric Importance Units Measure of Success
1 Transport Time 1 Minutes/Seconds Reduce by 25%
2 Ergonomic Risk 1 NIOSH Lifting Index / Snook Maximum Acceptable Weight
Reduce by 50%
3 Employee Utilization
1 % Value Added Labor
Improve by 35%
4 Equipment Utilization
2 % Utilization Improve by 10%
5 Product Yield 2 % of product without defects
Improve by 10%
6 Wegmans Return on Investment
1 $ ROI in 3-5 years
STAFFING REQUIREMENTSName Discipline Role / Skills
Prof. John Kaemmerlen Industrial & Systems Engineering Professor
Faculty Guide, Will work closely with the team on an on-going basis to facilitate success.
Phil Bryan Product Development Expert
Technical Consultant/TA, Will provide discipline technical support on an intermittent basis.
Matthew Syska IE Project Lead for Wegmans Ergonomics and Design of Tumbler Transport Project. Keep project on schedule and within budget constraints. Will also help other IE’s during analysis and implementation stages.
TBD Student IE Will be responsible for analyzing data collected as well as implementing changes into the current facility. Will also help document procedures and champion process change.
TBD Student IE Ergonomics expert. Will analyze the workspace and recommend changes. These recommendations will be incorporated into the entire design.
TBD Student ME Will be responsible for design/spec of new vats to be incorporated into marinade line. Will also be responsible for any manufacturing if applicable. Will also help with data collection.
TBD Student ME Will be responsible for design/spec of new vats to be incorporated into marinade line. Will also be responsible for any manufacturing if applicable. Will also help with data collection.
INTELLECTUAL PROPERTY CONSIDERATIONS
All work to be completed by students in this track is expected to be released to the public domain. Students, Faculty, Staff, and other participants in the project will be expected to release rights to their designs, documents, drawings, etc., to the public domain, so that others may freely build upon the results and findings without constraint.
Some Wegmans data used in the project may be proprietary information that cannot be release in the public domain.
PRELIMINARY WORK BREAKDOWN STRUCTUREPerson Week 0 -> 1 Tasks Week 1->2 Tasks Week 2->3
Tasks
Matthew Syska – IE (Project Lead)
Prepare for first team meetingContact Wegmans to set-up tour for rest of group membersAttend Wegmans safety training
Visit Wegmans facilityFinalize SD I planMeet with line workers to discuss their concerns
Collect DataWork with ME’s for design work
IE (Lean) Get familiar with projectVisit Wegmans for tourAttend Wegmans Safety Training
Visit Wegmans facilityCreate data collection planMeet with line workers to discuss their concerns
Collect DataStart data analysis
IE (Ergonomics) Get familiar with projectVisit Wegmans for tourAttend Wegmans Safety Training
Visit Wegmans facilityCreate plan for ergonomic analysesMeet with line workers to discuss their concerns
Collect DataCreate current state ergonomic assessment
ME Get familiar with projectVisit Wegmans for tourAttend Wegmans Safety Training
Visit Wegmans facilityStudy current process and look into current solutionsMeet with line workers to discuss their concerns
Collect DataCreate preliminary solution concepts
ME Get familiar with projectVisit Wegmans for tourAttend Wegmans Safety Training
Visit Wegmans facilityStudy current process and look into current solutionsMeet with line workers to discuss their concerns
Collect DataCreate preliminary solution concepts
REQUIRED RESOURCES
Name Source Description Available
People
Prof. John Kaemmerlen RIT Faculty Guide Yes
Phil Bryan RIT Technical Consultant Yes
Scott Young Wegmans Manufacturing Engineering Manager
Yes
Chris Isaacson Wegmans Industrial Engineer Yes
Wegmans CIC Team Leaders
Wegmans CIC Team Leaders Yes
Wegmans CIC Team Members
Wegmans CIC Team Members Yes
Environment
Access to Wegmans CIC Wegmans Where project will be completed
Yes
Senior Design Center RIT Group Meetings / Project Space
Yes
Equipment
IE/ME Computer Labs RIT Design Work Yes
KGCOE Manual Machine Shop
RIT Fabrication Yes
Brinkman Lab RIT Fabrication Yes
RISK ASSESSMENTDescription of Risk
Possible Consequences
Probability of Risk (H/M/L)
Severity of Risk (H/M/L)
Overall Risk
Contingency Plan
Member of team not available for a few weeks
Possible gap in completed work
H M M Other team members should be aware of what other people are working on and be prepared to pick up slack if necessary
Member of team drops out of SD
Missing work, possible lack of a particular skill set
L H M Other team members will have to pick up slack and make do with the team members that are left
Ordered parts do not arrive in time
Completion of project in jeopardy
M M M Always have a backup plan when ordering less common items.
Catastrophic failure of design near end of term
Completion of project in jeopardy
L H L Have well document designs so things can be remade
CIC employees resist change
Cannot implement solutions
H M M Make employees part of the process change process to increase chances of success.
Team member allergic to certain ingredients in CIC
Cannot tour/ collect data/ implement
L M L Team member will have to complete only tasks outside of facility and rely on pictures / description of process
Wegmans cuts funding to the project midway through
Cannot complete project
L H M Finish up project in “as-is” state, possible finish up without any purchasing.
The mission for the cheesecake process improvement is to increase the efficiency and effectiveness of cheesecake production in order to meet customer demand in
both quantity and quality of the cheesecakes.
MISSION STATEMENT
Goal:• Reduce cycle time• Reduce movement distance• Increase throughput to meet
market demand• Enable more automated work
PROJECT RELEVANCE
Wegmans: Enables the production managers to more
effectivley use workers’ time Standard work will reduce defects
Other large-scale bakeries: More efficient work flow will reduce total cost of
cheesecakes RIT MSD Future Projects:
Process improvement to reduce production cost will be a popular and demanding topic in years to come
STAFFING REQUIREMENTS
Name Discipline
Role/Skills
Professor John Kaemmerlen
IE Faculty Guide, Will work closely with the team on an on-going basis to facilitate success. His background is in LEAN manufacturing and will continually aid the team in thinking with LEAN processes.
Phil Bryan ME Faculty Consultant, Will provide discipline technical support on an intermittent basis. Has vast knowledge of product development and will aid the project team in going through the correct process of thinking to efficient and effective.
Andreana Crance
IE Project manager for the Wegmans Cheesecake Improvement Process. Ensure the proper completion of all tasks with respect to efficiency, quality and cost effectiveness. The project lead will also resolve any ergonomic and human factors issues within the process.
Name Discipline
Role/Skills
TBA (2) IE •Study, define and begin implementing LEAN changes to the Cheesecake making process. •Should be interested in Production Control and LEAN manufacturing, with a background in either one. •Sucessfully gather the required data and apply it to the knowledge learned in class to improve the cheesecake processing line. •focus the layout and facility planning for the cheesecake process. •facilities planning, CAD work•work closely with the student doing the core production control work.
TBA (2) ME •Collect data, gather specific customer needs, design and implement a crumbing tool to alleviate amount of man power needed for cheesecake making process. •closely work with customer and bakery workers to produce a usable product. •proficient in CAD modeling, manufacturing processes and procedures, •mindful of an easily manufactured solution that meets health code standards.
Person Week 0 > 1 Tasks Week 1 > 2 Tasks Week 2 > 3 Tasks
Andreana Crance (Project Lead)
•Schedule any required training for MSD group•Plan and schedule group meetings•Update EDGE Website to reflect current plans•Get familiar with cheesecake process
•Get familiar with cheesecake process•Begin talking to Wegmans Bakery employees to uncover any safety concerns
•Collect data on injuries•Collect data on ergonomic concerns (lifting, etc)•Work with other Ies to determine how to design the problems out
ME ( 2 ) •Attend any training sessions •Attend group meetings•Get familiar with cheesecake process
•Gather data on current crumbing process•Look into quality issues that could be associated with the crumbing process
•Preliminary crumbing concept•Research material types•Work with IEs to determine NIOSH lifting standards•Look into weight capacity
IE ( 2 ) •Attend any training sessions •Attend group meetings•Get familiar with cheesecake process
•Make CAD layout of current process and layout•Begin collecting data on entire process•Communicate with bakery workers for any input for improvements
•Analyze data to gather LEAN/Six Sigma order quantities / production rates•Determine optimal production and people flow•Research what process changes will affect outside of the cheesecake process
REQUIRED RESOURCESPeople
Professor John Kaemmerlen – Faculty Guide
Scott Young – Wegmans – Customer
Chris Isaacson – Wegmans – IE Main POC
Phil Bryan – J & J – Technical Lead
* Project Budget not set due to the nature of the project (process improvement) – but budget set for design work must be justified.
AFFINITY DIAGRAMLean
Worker Effeciency
Standard Work for employees
Standard Process
Standardized Product
Storage Issues
Bottleneck (& resource) usage
Scalable (growth)
Tunnel Oven Issues
OBJECTIVE TREE
Improve Cheesecake
Making Process
Lean Processes
Low worker efficiency
No standard work
Create standard product
Storage issues associated with pans
Low utilization of bottleneck
Safety
Ergonomic concerns of employees
Hazards due to storage
issues
Material Handling
Long crumbing process
Low throughput of
process
Heavy training for new
employees
Layout
Not effecienct Not cost effective
Worker Relations
Very manual process
Long overall process time
Not an intuitive process
Wegmans would like to improve the cheesecake making process because they must continually improve their market strategy to reduce production and manufacturing costs while still meeting the quality expectations of the customer.
FUNCTION TREE
Function Tree – Cheesecake
Process Improvement
Lean Processes
Reduce max # employees by 3
employees
Create standard work
instructions
Reduce # of pans by 30%*
Utilize bottleneck to 80% of it’s full
capacity
Safety
Design out 80% of employee ergonomic concerns**
Worker Relations
Design tool to aid crumbing
task
Design a more intuitive process
Layout
Create a more efficient workflow
Reduce process time and
movement by 25% ***
Wegmans would like to improve the process in order to make the product more standard and the production more efficient and safe for the employees.
TARGET SPECIFICATIONS (STEP 1)Metric Number
Metric Importance
Units
1 Average botleneck utilization
1 % per year
2 # of injuries 1 Number per year
3 Material travel distance 1 Feet
4 Average throughput of process
2 Average product per year
5 Floor space occupied 1 Square feet
6 Yield 2 Product per year
7 # employees on crumbing task
1 Employees
8 New employee training 3 Hours per year
This is a great way to measure the success of the project!!!
SO … HOW WILL WE KNOW IF WE’RE SUCESSFUL?
Using the Function Tree: Reduce travel time by 40% Reduce process time by 25% Reduce maximum number of employees by
30% (3 employees) Measuring success using the Specifications
noted Floor space occupied (feet) Material travel distance (feet) Yield percentage