Wegmans Batch Prep ProjectSystem Design Review

January 15 2010

Steve CraneEmil KostrabaAdam MerahJosh Monsees

Stephanie Walter

Team Expectations

• Learn if Customer Needs are being met• Discuss potential improvement ideas• Receive input on ideas and project status• Confirm coherence between all involved

parties to create the best end product

Agenda• Review Mission Statement• Project Goals• Update Audience on Project Status• Discuss Customer Needs/ Ideas from teams

point of view• Discuss Assumptions and Risk Assessment• Project Timeline• Questions and Discussion

Mission Statement

• The 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 Ergonomic and Safety concerns, along capacity constraints that exist and Wegmans has no room to expand the current facility.

Project Goals

• Analyze and make necessary improvements to ergonomic issues to meet OSHA recommended levels

• Develop Rate of Expectancy (RE) in lbs/hour for each product to assist in scheduling needs

• Develop standard work procedures • Develop a layout to facilitate standard work

procedures

Project Status

• Current process has been evaluated• Problem areas broken down into four Groups

– Safety and Ergonomics– People Travel & Work Area Organization– Batch Card and Labeling– Miscellaneous

• Risk assessment has been performed

Safety and Ergonomics NeedsSafety/Ergonomics Team Rank Feasibility Total Score

Cut hazards 9 9 81 Use correct knives for the job

Purchase cut free gloves, have them available around the room

Knives left out after use 9 9 81 Need specified location Shelving Very awkward lifting/twisting motion when pouring heavy bins 9 9 81 Pouring apparatus

Note on batch cards weight of item in storage so employees know beforehand

Fill cooking wine on ground and then lift it on to cart 9 9 81

Use adjustable carts so items do not need to be lifted longer than necessary

Fill buckets on cart

Note on batch cards weight of item in storage so employees know beforehand

Batch employees running fork truck and are not as skilled 9 9 81

Schedule fork truck drivers to arrive when batch employees need them

Train an early morning employee to drive the fork truck correctly

Can opener in sink and was flooded in water when we observed 9 9 81

Have a home for the can opener near an outlet, away from water

Tool Proposal

People Travel & Work Area Organization

Work Area Org/People Travel Team Rank Feasibility Total Score

Layout is inefficient, changes frequently 9 9 81

Standardize layout

Design a flow friendly area Items (bins/utensils) are stored everywhere 9 9 81

Find storage area within the batching room

Have utensils at work tables for use

Individually dump containers 9 9 81

Have pouring apparatus that can hold container while employee works on other items

Spaghetti Diagram

Batch Card and labeling

Batch Card/ Labels Team Rank Feasibility Total Score

Needs standardized volume/weight measurement 9 9 81

Should match the units in storage

Monitoring inventory will allow this

Hand Write labels 9 9 81

Label printer

Standardized label

All black and white, missing chances to add information 9 9 81

Color code batch ingredients by weight of item in inventory

How much people can lift?

Under 50 years old Over 50 years old

Occasional Lift

Frequent Lift

Occasional Lift

Frequent Lift

Men 68 lbs 47 lbs 54 lbs 31 lbs

Women 41 lbs 29 lbs 32 lbs 22 lbs

Weights that people find “acceptable”

From Paul Hickey, Wegmans Safety Engineer/Ergonomist

Risk AnalysisRisks

Description of Risk Possible CausesProbabi

lity (1/3/9)

Severity (1/3/9)

Total Risk Contingency

Team as a hazard The team on the floor creates congestion and possible obstructions to work 3 9 27 Only two (2) team members allowed on the floor at a time

Failing to improve process

Efforts do not improve or aid the process in any way 1 9 9 Allow time to track improvements and adjust as needed

Ability to change facilities

Some aspects of the room cannot be changed 9 1 9 Work around any obstruction, team is aware structural

aspects are fixedInjury hazards before improvements

Someone is hurt before we are able to make changes to increase their safety 9 3 27 Ergonomics is primary deliverable, as well as auditing for

severe and impending hazards

Creating confusion Our presence and changes create confusion and are a hindrance to the work day 3 3 9 Two (2) team members in unobtrusive locations, related

personnel are notified and introduced to the team

Changing their ways People may not be open to change 9 1 9 Test and observe new improvements and talk with personnel, with out management, for feedback

No standard process No standard process can be created 3 9 27 Proper personnel selection for the job and as well as recognition of limitations

ROI based budget Improvements may not be justifiable 9 3 27 ROI percentage and payback period are defined, will refine design if greater than threshold

Process confusion Implementation of our ideas is not understood 9 1 9 Explain and relate the process to the personnel and confusion

will ease once the process is understood and documentedComplicating process

Over analysis and or perception by employees 9 1 9 If feedback does not support the new process and positive

changes cannot be implemented, then revert to old process

Inaccurate data From our presence or changes the gathered data is inaccurate 9 3 27 Bi-Weekly meeting with Wegmans to cross examine data and

project statusUnable to collect data Upstream or downstream backups or errors 1 9 9 Work on other unimpeded tasks, redefine timeline and

deliverables to work around schedule if needed

Project Time line

• Final Design Selection January 15-February 12• Final Design Review on February 12• Order Required Materials by February 19• Build and Begin Implementation March 8 –

April 23• Re-evaluate Changes and Improvements April

16 – May 14

Urgent Issues

• Cut Proof Gloves– 2 incidents in past year– Probability one will happen during project is very

high

• Suggestion Box– Allow employees to record issues and ideas while

team is not at Wegmans

Questions???