GE 494 Final Presentation

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<p>Design Optimization for Dadant Product Work CellsBridgeway |Group #2</p> <p>Students:Arielle Anderson-VenerableJordan PalmerKelsey Schreiber</p> <p>Advisor: Prof. Sewoong Oh</p> <p>Contact: Tammy DiefendorfScott TeelBrittany Aten</p> <p>#</p> <p>Kelsey (1-10)</p> <p>Overview</p> <p>Bridgeway IntroductionDadant &amp; SonsAssembly TasksProblem StatementObjectivesAir Flow and Drying OptionsSystematic Layout PlanningLine Balancing AnalysisEconomic AnalysisConclusions and RecommendationsQ &amp; A#</p> <p>Kelsey</p> <p>Creating Solutions for Everyone.Affirmative Employment ServicePhysical and/or mental disabilitiesConsumer vs. ProductionistContract Work Dadant &amp; Sons -- Beekeeping Supplies</p> <p>#</p> <p>KelseyDadant &amp; Sons4-piece Box4-piece Frame10 per boxPlasticell inserts~100 boxes per dayConsumersPer-piece rateTrainersProductionistsHourlyAll jobs involving:MovementPaintingMachinery</p> <p>Production OverviewFinal Assembly and Packaging</p> <p>#</p> <p>Frame ProductionHive Body ProductionShipping Box Construction</p> <p>Kelsey</p> <p>Frame Production (1 of 2)#</p> <p>Kelsey</p> <p>Frame Production (2 of 2)#</p> <p>Kelsey</p> <p>Hive Body Production (1 of 3)#</p> <p>Kelsey</p> <p>Hive Body Production (2 of 3)#</p> <p>Kelsey</p> <p>Hive Body Production (3 of 3)#</p> <p>Kelsey</p> <p>Final Assembly and Packaging#</p> <p>Kelsey</p> <p>Problem StatementImprove efficiency of facility layoutReduce non-value added work &amp; work in processDecrease drying time for painted/primed hive bodies</p> <p>#</p> <p>Kelsey</p> <p>Meaningful employment + exemplary products...a. Optimize the facility layout to increase throughput and decrease productionist man-hours spent on material handling while accounting for the influx of temporary jobs and the space needed to accommodate them.b. Integrate seconds frame production into new schematic.c. Reduce non-value added work and work in process.d. Decrease drying time of primed and painted boxes by investigating solutions to increase air flow.</p> <p>ObjectivesConduct time studiesUse Systematic Layout Planning (SLP)Line Balancing AnalysisEstablish and improve paint/primer drying timeConduct economic analysisRecommend improvements</p> <p>#</p> <p>Kelsey</p> <p>Conduct time studies. An understanding of the length of time that it takes for one beehive box to be constructed from start to finish is necessary in order to track overall metrics (man-hours/piece) from the start and end of the project. Analyze the probability of frame reworking and seconds frames. To add robustness to the time studies it is important to account for the probability that a frame needs to be reworked or is damaged during the stapling process. Use Systematic Layout Planning Method (SLP) to determine optimal layout. The project team will utilize a software add on to AutoCad called FlowPlanner which simulates the distance of product travel from start to finish. Adjustments to the layout can be made and distances recalculated until an optimal layout is determined. Research options to increase air flow. The project team will investigate options to decrease drying time for the primed and painted boxes, which is currently highly variable depending on humidity, temperature, and air flow. Recommend improvements in accordance with ISO standards. A set of recommended improvements will be compiled that satisfies the technical (layout and inventory efficiency) and social (employ the most consumers/increase workload) goals of Bridgeway. All recommendations should complement Bridgeway's goal of becoming certified by the International Standards Organization (ISO).</p> <p>Paint Drying - Current State</p> <p>#PrimerPaintBridgeway Estimate175 min - Overnight*55 min - Overnight*Label Estimate60 min60 min</p> <p>*Current drying time highly variable due to environmental conditions.</p> <p>Kelsey</p> <p>Paint Drying - Environmental ImprovementsMove drying into paint roomTemperature ControlDehumidifierAir Ventilation#</p> <p>$302$90[Ivation 2016, Vornado 2016] </p> <p>Kelsey</p> <p>Paint Drying - Systematic Improvements</p> <p>Digital/Kitchen TimersDry Erase Time NotationTime Stamp Labeling</p> <p>#</p> <p>$4 each</p> <p>5"x7"</p> <p>$2.50 each</p> <p>[Amazer 2016, Cosmos 2016, Demarkt 2016] </p> <p>Kelsey</p> <p>SLP- Introduction</p> <p>Quick material flowLess WIPReduced handlingSubjective -&gt; objectiveFlowPlanner#</p> <p>[Muther 1973]</p> <p>Ariellehttp://www2.isye.gatech.edu/~mgoetsch/cali/Spiral/Spiral%20HTML%20Help/SystematicLayoutPlanningorSLP.htm</p> <p>SLP- Flow Planner Initial Analysis#</p> <p>Product/Part Routes Mapped in AutoCadRoutes along AislesWage and Walking Speed along pathsAggregate per Monthly production</p> <p>Monthly Cost = $4,168</p> <p>Arielle</p> <p>SLP - AEIOUX Analysis#</p> <p>Arielle</p> <p>SLP - Design and Analysis Phase Used AEIOUX to guide design of new layoutsMaximize A, E, and I relationshipsAnalyze layouts in FlowPlanner</p> <p>#</p> <p>Arielle</p> <p>SLP- Consulting with Bridgeway</p> <p>Selected layout 4Not most Efficient butSound Accommodations#</p> <p>Arielle</p> <p>SLP - Layout ImplementationMonthly Savings = $2,593</p> <p>#</p> <p>Arielle</p> <p>Balance workload among workstationsDecrease Idle TimeDecrease work pile-ups</p> <p>#</p> <p>Line Balancing- Introduction</p> <p>Arielle</p> <p>Line Balancing- Unique ChallengesTypical Line BalancingInvolves assigning different tasks to same workstation or worker to balance workloadThe ChallengeConsumers and Productionists are limited to very specific tasks based on abilities#</p> <p>Arielle</p> <p>Line Balancing- Typical Method#</p> <p>A new unit enters next workstation every 15 minutesNumber of tasks/worker varies</p> <p>Arielle</p> <p>Line Balancing- Alternative Approach#</p> <p>A new unit enters the next workstation every 5 minutesNumber of workers/task varies</p> <p>Arielle</p> <p>Line Balancing- Precedence Diagram#</p> <p>Must happen 10 times before next step:Total Time = 8.7 minutes</p> <p>Jordan</p> <p>Line Balancing Summary</p> <p>66% consumer employment increaseMinimum Cycle Time: 2.31 minutesConstraint: Hive Body Construction#</p> <p>Jordan</p> <p>Economic AnalysisInitial Cost: $1,629.00Monthly Savings: $2,593.00Monthly Recurring Costs: $24.00Payback Period: 19 daysMonthly IRR: 155%Yearly IRR: 1633%</p> <p>#</p> <p>Jordan</p> <p>Economic Analysis- Supply Increase97 bodies per day 2143/monthCurrent average: 1664/monthRevenue increase: $2,933.00Total increase: $5,526.00</p> <p>54% increase in average hive body revenue29% increase in product throughput</p> <p>#</p> <p>Jordan</p> <p>ConclusionsLoss of profit each month due to layoutHive body drying process is longBridgeway's supply from Dadant is inconsistent</p> <p>#</p> <p>JordanLoss of profit each month due to improper work cell placement. Hive body drying process must be shortened. Bridgeway's irregular resupply timing and quantities are dragging down the Dadant project's contribution margin.</p> <p>RecommendationsDesignDrying RoomDadant supplies</p> <p>#</p> <p>Jordan</p> <p>Questions?#</p> <p>Thats all folks.</p> <p>Option #1#</p> <p>Option #2#</p> <p>Option #3#</p> <p>Option #4#</p> <p>Option #5#</p> <p>Budget/Economic AnalysisGrant-based fundingNon-profit organizationPrevious work with Dadant &amp; SonsNon-standard payment setupShort-term loss for long-term successSupply restrictions#</p> <p>Project ConstraintsThere are some constraints that the project team must account for, including: Tasks, and how they are completed, must remain the same. Both consumers and productionists are trained by an outside team, and restructuring training and specific tasks is not an option. Productionists must complete all steps involving the movement of materials around the plant. Frame stapling and box hammering must be kept away from the office as they interfere with communication. Stapling equipment is not owned by Bridgeway, and thus is not eligible for possible design updates.</p> <p>#</p> <p>Flow Planner - Aisle Routes (Large Hive Bodies)</p> <p>#</p> <p>Flow Planner- Direct Paths (Large Hive Bodies)</p> <p>#</p> <p>Flow Planner- Configuration,1 (Large Hive Bodies)</p> <p>#</p> <p>Flow Planner- Configuration.2 (Large Hive Bodies)</p> <p>#</p> <p>Creating Solutions for Everyone.Est. 1993Affirmative Employment ServicePhysical and/or mental disabilities9000 people employed/served per yearContract Work </p> <p>#</p> <p>[Introduction]</p> <p>Project Location | Macomb, IL.#</p> <p>Production AreasStorage</p> <p>Storage</p> <p>StorageArea</p> <p>[Introduction]</p> <p>Air Flow/Drying</p> <p>#</p> <p>Space for Temporary Jobs</p> <p>#</p> <p>Work in Process</p> <p>#</p> <p>Drying Room Stairs#</p> <p>Project Gantt Chart</p> <p>#</p> <p>Work Flow</p> <p>#</p> <p>SLP - Noise Constraints#</p> <p>Jordan</p> <p>ISO CertificationProvide guidelines that can be used consistently to ensure that materials, products, processes and services are fit for their purpose21000+ standards (for purchase)Ensure products and services are safe, reliable, and good qualityReduce costs by minimizing waste and errors, and increasing productivity#[ISO.org] </p>