Dresser-Rand Gasket Cell Relocation

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Dresser-Rand Gasket Cell RelocationDresser-Rand Gasket Cell Relocation

[Revision: May, 2011]

Team Members: Cody Willmart, Aaron Marcotte, Jacky Li, Daniel Swol, Tyler Borden

Mentor: John Kaemmerlen

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AgendaAgenda

1. Objectives/Scope and Project Benefits

2. Current Gasket Cell Operations

3. Machine Selection

4. Future Gasket Cell Location and Operations

5. Results

6. Performance vs. Customer Needs and Engineering Specs

7. Recommendations and Discussion

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Objectives/Scope and Project BenefitsObjectives/Scope and Project Benefits

1. Determine the optimal gasket cell design in terms of

safety, quality, productivity and cost

2. Develop a detailed plan for the relocation and operation

of the new gasket cell

3. An updated, efficient, and safe gasket cell in an operating

area of Dresser-Rand’s Painted Post facility

4. A model project for process innovation and the

implementation of lean principles for both Dresser-Rand

and RIT

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Current Gasket Cell OperationsCurrent Gasket Cell Operations

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Machine Selection Pugh ChartMachine Selection Pugh Chart

Purchase Cost Operating CostBlade Cutting $86000 $4000/year Laser Cutting $100000 ~$4000/year

Water Jet Cutting $165000 $16000/year

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Eastman Blade Cut MachineEastman Blade Cut Machine

Key Features

• Nesting Capability

• Travels up to 60 in. per second

• Cut 12 gaskets in 3 minutes during a machine demo

• Capability to write part number

• Less than 2 minute setup time

• Safety shield and automatic stop mechanism

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Cell RelocationCell Relocation New cell occupies 1500 sqft.

Requires less operators to run

cell at current production

levels

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Cell relocated closer to shipping

and other finished goods

delivery points

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Transition PlanTransition Plan

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Future State Value Stream MapFuture State Value Stream Map

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Visual ControlVisual Control Initial Visual Board Design

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252321191715131197531

0.0640

0.0635

0.0630

0.0625

0.0620

Sample

Sa

mp

le M

ea

n

__X=0.062952

UCL=0.063893

LCL=0.062011

252321191715131197531

0.0024

0.0018

0.0012

0.0006

0.0000

Sample

Sa

mp

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an

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_R=0.00092

UCL=0.002368

LCL=0

1

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Xbar-R Chart of Thickness 5-4

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Visual ControlVisual Control Current Efforts of the Visual Board

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Material Usage AnalysisMaterial Usage Analysis

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ResultsResults Machine Acquisition – with a purchase price around

$90,000 the Eastman Machine will pay for itself in

less than 9 months

Location – the new gasket cell location is directly

across from the shipping department which

significantly reduces travel time to the direct

customer

Operating Costs – reduced by 36% annually

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Current Future ImprovementFootprint Square Footage 6000 1500 75% ReductionTotal Process Time 20-240 min < 15 min Significant

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Performance vs. Customer NeedsPerformance vs. Customer NeedsGasket Cell - Customer Needs

Summary CN# Customer Need ImportanceReduce the space required for

the cell and determine a feasible location for the cell in a new

area of the plant

1 Footprint Reduction (Improved Layout) 9

2 Relocation to Point of Use 3

3 Make Cell Adaptable to many locations in plant 1

Develop a new inventory management system for raw materials, finished goods, dies

and patterns, and tools

4 Die & Pattern Organization and Standardization 9 N/A

5 Match Inventory of dies/patterns with their current use 3 N/A

6 Inventory Management (Raw & Finished Goods) 3

7 Tool Storage & Organization 3

Research and recommend modern technology options

8 Upgrade Technology 3

9 Digital Technology Option 3

Develop an efficient process for producing gaskets with the new

equipment

10 Movement toward lean - one piece flow 9

11 Process Standardization 3

12 More Efficient Cell 9

13 Fast Response Time 9

14 Safety is the highest priority 9

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Performance vs. Engineering SpecsPerformance vs. Engineering SpecsES# Importance Operational

Excellence Specification (description) Unit of

MeasureCurrent Value

Marginal Value Status Comments

1 9 Cost Square footage of gasket cell sq. ft. 5900 > 50% Reduction New cell 1500 sq. ft.2 3 Delivery Travel time to direct customers min. 10 > 50% Reduction Shipping is located across from the new cell3 3 Cost Cost to move equipment $ N/A Not moving much from old cell, cost is minimal

4 1 Cost Requirement for OE manufacture to move equipment Binary New machine is moveable if needed

5 3 Delivery Search time for dies and patterns min. <5 < 2 Dies and patterns will be eliminated now use files

6 3 Delivery Store only actively used dies and patterns Binary No Yes N/A Dies and patterns will be eliminated

7 3 Delivery Search time for raw material min. 5-10 < 2 Material consolidation and new ordering system will decrease search time

8 9 Delivery Search time for finished goods/kitting min. 20 Finished goods consolidation and making kitting

orders all at once, will decrease time spent

9 3 Delivery Search time for tools min. <5 < 2 No search time required, all the necessary tools are already on the machine

10 3 Delivery Average batch size # 20% Increase New machine can nest parts which will increase batch size

11 9 Delivery Process cycle time min. 35-40 20% Decrease Reduced to ten minutes or less12 3 Cost Scrap sq. ft. 20% Decrease With nesting software scrap will be reduced

13 9 Delivery Setup time min. <5 20% Decrease Set-up time will be about the same as current process

14 1 Quality Standard Work Available Binary No Create Left for operators to create when machine arrives

15 3 Delivery Work in Process (WIP) # orders 2 As Needed If kitting orders are done at same time, WIP will be drastically reduced

16 9 Cost Return on Investment (ROI) rate 11% Hurdle Annual savings of $390,00017 9 Cost Payback period years 1 Year 9 months

18 9 Cost Operation and maintenance costs $ Minimize $4000/year; includes replacement blades, tables, software, and warranty.

19 9 Delivery Throughput orders/day 30 ≥ 30 Can cut gaskets in 17 seconds20 3 Delivery Machine Time sec 20% Reduction About the same as die cut21 9 Cost Cost of Labor $ Minimize 4 workers needed instead of 7

22 3 Cost Tool life days Maximize Blades need to be replaced once a week and tables need to be replaced once a year

23 9 Safety Safety is the highest priority Binary Limited Yes Machine has numerous safety features

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Future Recommendations Future Recommendations Material Consolidation

Visual controls Production visual board Scheduling box Material reorder controlled with Kanban system Quality controls picture board

Follow transition plan

Finished goods audit

Review information flow and simplify to take

advantage of the processing time of machine

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Project FeedbackProject Feedback Responsive to team’s questions and inquiries

Very supportive while at the plant

Could use more feedback during needs and specifications definition period

Good to have project open to allow the team to develop ideas and direction.

Have a defined plan for the trip to Eastman to gather the required

information for Dresser-Rand to approve purchase of the machine.

Understand flow of information earlier to be able to give recommendations

for new process and possibly implement and test changes.

Dresser-Rand feedback for RIT team?

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Dresser-Rand Gasket Cell Relocation

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