p09457 process improvement project project review eric maccormack – chief engineer (ie) colin roy...
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P09457 Process Improvement ProjectProject Review
Eric MacCormack – Chief Engineer (IE)Colin Roy – Project Manager (IE)
Duke Bonaventura – Engineer (IE)Jimmy Ichihana – Engineer (IE)
Cody Rath – Engineer (ME)
AgendaAgenda
Engineering Specifications
Concept Summary
Design Updates
Plant Layout
Weld Booth Layout
Hydrostatic Testing Table
Kaizen Results
Weld Stick Order Procedure
Consignment Inventory Reduction
Case Hydrostatic Testing Area Design
Consignment Checkout Suggestions
MSD II Quarter Progress
Objective Project Evaluation2
Engineering SpecificationsEngineering SpecificationsEngr. Spec.
#
Importance
Source Specification (description) Unit of MeasureMarginal Value
Ideal Value
ResultsComments/
Status
ES1 1 CN1 Recordable Injury Injuries / yr 0 0 Should be
ES2 1 CN1 Near Miss InjuryNear Miss Injuries /
yr 0 0 Should be
ES3 1 CN2Increased floor space for new opportunity
sq ft 10% 30% 23%
ES4 1 CN3 Finished products out the door Parts / yr 5% 15%Capacity
increased 33% ES5 2 CN4 Standard welding stations Specs Same Y Y Y Yes/No
ES6 2 CN5 Total distance materials travel ft -15% -40% -34%
ES7 3 CN6 Consignment part availability Percent Available 90% 100%
ES8 3 CN6Trigger response to recognize what seeing
Response Time <5s <1s
ES9 3 CN7 Inventory turnover Time 30 Days 16 Days Minimize
Importance: 1=must have, 2=nice to have, 3=preference only
Marginal Value: Minimal improvement value
Ideal Value: Best case scenario given constraints
3
Design SummaryDesign Summary
Improve safety and increase plant capacity by
relocating weld booths off of the Final Packaging floor
Standardize weld booths for increased productivity
Redesign the Hydrostatic Testing area to ensure
worker safety
Reduce Consignment inventory
Develop standard work for the weld stick ordering
procedure
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Design Status UpdatesDesign Status Updates
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6
Plant Layout Status Update Most equipment and material has been ordered;
remaining are in quote processes
Changes have been made resulting from floor
personnel input
Planned completion date end of third quarter 2009
Maintenance department has started required
departmental improvements
Electrical Drops
Final Plant LayoutFinal Plant Layout
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8
Weld Booth Layout Status Update
No longer need to dig
trenches as work benches
have been reoriented
Rollers have been received
Weld curtain framework has
been received
Welders have chosen
personal booths
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Hydrostatic Table Status Update Waiting on second quote for safety cage
6S executed on flange inventory
Gauge board components have been quoted
Gauge board placed on order from weld shop
Kaizen 1 -Weld Stick Order Procedure
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Needs Inventory for weld stick rods should never be zero
Reordering process
Information flow
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Current State
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Future State
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Storage Location Example
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Storage Rack 3D
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Benefits Quick, visual way to identify what needs to be ordered
Responsibility falls in one individual’s hands
With correct buffer and safety stocks, weld sticks will
never run out
Reduced number of weld sticks on hand
Eliminate need for expedited orders
Less time and resources needed to maintain the
system
Kaizen 2- Reduction of Consignment Inventory
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18
Needs Reduce consignment footprint to make use of the
space in alternative ways
Determine part usage
Eliminate parts and empty shelves
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Usage Data Last 18 Months
83 different parts770 units of parts
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Results
Current Target Day 1 Final % Improvement
Space (sq. ft.) 1041 781 777 25
Inventory of different parts 337 252 252 25
Visual controls 0 1 0 0
Consignment Checkout
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Consignment Checkout Current State Process
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Costs
Item Total
Wireless Barcode Scanner $500 - $1500
Total $500 - $1500
Barriers
Barrier Contingency
Additional software might be needed Develop or purchase software necessary
Workers may still not check out partsControlled gate access or stricter
policies
Positives
Automated ordering
No need to manually input information
Information sent directly to supplier and Wendy
Shorter lead time (Real-time update)
Less time and effort to check out
Better part availability
Robust technology
Easy implementation
Negatives
Repair/Maintenance of infrastructure
Training
Database Manager
Product Process: Barcode Scanner Location: Consignment
Owner: RIT Team Date: April 2009
Process Flow
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Costs
Item Total
Scratch-Off Lottery Ticket $1/Day
Total $260/Year
Risks
Risk Contingency
Workers will want lottery tickets for other process
they are expected/paid to do
Workers will be verbally positively reinforced by
management when they are seen following
procedures.
Workers will fill out multiple cards when only one
needs to be
If it is determined that this is occurring, the person(s)
will not be allowed to win for X days/weeks.
Only pipe fitters will be receiving lottery ticketsPut reward on other systems to benefit welders, test,
etc.
Performance Management Process
Product Process: Consignment Check Out Location: Piping and Packaging
Owner: Dave Thompson & RIT Team Date: April 2009
Positives
Improves conformity of workers to the consignment check out process. Yellow cards filled out more frequently/correctly will improve:
Visibility of inventory Assurance that customer’s parts are going to the proper skids
Workers will gain a feeling that their work is being noticed and appreciated. It is a low cost solution to help combat a high cost problem.
Negatives
Not 100% accurate Consignment data must be recorded twice Slow process
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Product Process: Consignment Checkout Location: Piping and Packaging
Owner: Dave Thompson and RIT team Date: April 2009
Material Handler Process
1. Walk loop and collect consignment orders at the same time, delivers consignment parts to workers, and deliver parts between welders and pipe fitters
2. Tracks consignment levels as parts leave the consignment area
Costs
Item Total
1 Worker’s Salary $15 / hour
Kanban Post $1000
Total
Barriers
Barrier Contingency
Potentially a bottleneckConduct up front study to evaluate
conveyance time
Positives
Helps prevent missing parts by having a single worker responsible for checking out
parts
Eliminates welder and pipe fitter downtime associated with travel
Real time data tracking eliminates the lag between running out of parts and placing
the order for more
Creates a proactive approach to ordering necessary parts
Negatives
Additional personnel
Additional information flow (request for parts made)
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Case Hydrostatic Testing Area DesignCase Hydrostatic Testing Area Design
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Case Hydro – System Needs Primary Needs
Incorporate HAZOP recommendations to improve safety
Improve control layout
Improve Standard Operating Procedure Documentation
Analysis:
Reviewed the current procedural documentation and made
suggestions about possible improvements
Developed several concepts that implement safety components into
two mechanical systems involved in case testing: Hydro and Air
Compared and weighted the concepts to determine an ideal design
for the given application
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Hydro System Concepts
Pressure VesselNew or Existing Gauge Board
Calibrated Low Pressure
Gauge
Low Pressure Pump
Low PressureControl Valve
Main Water Feed
Drain
Drain Valve
Pressurized Feed
Calibrated High Pressure
Gauge
High Pressure Pump
High PressureControl Valve
Pressure VesselNew or Existing Gauge Board
Low Pressure Pump
Low PressureControl Valve
Main Water Feed
Drain
Drain Valve
Pressurized Feed
High Pressure Pump
High PressureControl Valve
Rupture Disc
Digital PressureGauge
Pressure Limit Switch
Concept #1
Concept #3
Concept #2
Pressure VesselNew or Existing Gauge Board
Low Pressure Pump
Low PressureControl Valve
Main Water Feed
Drain
Drain Valve
Pressurized Feed
High Pressure Pump
High PressureControl Valve
Digital PressureGauge
Pressure Limit Switch
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Air System Concepts
Pressure Vessel
Main Air Supply
Air Pressure Regulator
Air Relief Valve
Concept #1 Concept #2
Pressure Vessel
Main Air Supply
Air Pressure Regulator
Air Relief Valve
Calibrated PressureGauge
Main Control Valve
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Concept Assessment To compare the different concepts, a Pugh assessment was completed Hydro Concept #1 proved to be the ideal solution for the hydro system Air Concept #2 proved to be the ideal solution for the air system
Hydro Pugh Assessment Air Pugh Assessment
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Final Design – Hydro System
Pressure Vessel
Calibrated Low Pressure
Gauge
Low Pressure Pump
Low PressureControl Valve
Main Water Feed
Drain
Drain Valve
Pressurized Feed
Calibrated High Pressure
Gauge
High Pressure Pump
High PressureControl Valve
Rupture Disc
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Final Design – Air System
Pressure Vessel
Main Air Supply
Air Pressure Regulator
Air Relief Valve
Calibrated PressureGauge
Main Control Valve
Run Kaizen Event
• Check Improvement•Act Upon Observations
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Finish Ordering Parts and Tools• Ensure all orders have been made • Identify lead times
• Work with maintenance to develop work schedule• Generate Move Schedule
MSD II Quarter Progress Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Look at Kaizen Bursts Already Established• Choose ones that can be accomplished• Set Priorities
Obtain Data on Consignment Parts• Understand process• Obtain usage and stock out numbers • Perform Statistical Analysis
on Collected Data• Determine Schedule of Orders, Quantity, etc.
Establish New Checkout Procedure
Propose
• Monitor Process• Make Changes & Adjust to Observations
Begin Moves in Accordance to Move Schedule
• Observe Changes Made to Weld Booths • Make Additional Changes Where see Fit
Run Kaizen Event
• Check Improvement•Act Upon Observations
Run Kaizen Event
• Check Improvement•Act Upon Observations
• Make presentation to D-R personnel
Objective Project EvaluationObjective Project Evaluation Design Strengths
Successfully moved 9 welders out from under a 250 ton overhead crane
Designed new safety cage for the Hydrostatic Testing table
Improved final packaging capacity by 33%
Design Weaknesses
The original intent was to develop lean improvements at little or no cost
The full extent and the results of the changes to be implemented can not yet be
proven
Potential Future Projects
Analysis of the advantages/disadvantages of having a dedicated conveyance
operator in the Consignment cage
Development of a barcode or other tracking system for parts in Consignment
Further consignment inventory reduction and thorough analysis of part re-order
points
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Questions?Questions?
Cost Analysis
Item System Description Part. No. Price Qty. Total
1
Hydro
High Pressure Ball Valve - 10,000 psi max
4FL-HB4LPKR-SSP 263.84 3 791.52
2High Pressure Gauges -
10,000 psi451377SS04BXS4TS0S 235.00 2 470.00
3High Pressure Safety Head –
10,000 psi10-61AM4 90.10 1 90.10
4High Pressure Rupture Disc
- 10,000 psiRD10000 41.30 2 82.60
5
Air
*Pressure Gauge 251009SW02B30/15 88.00 1 88
6 *Control Valve TBD 20.00 1 20
7 Blow Off Valve Model 377 313.45 1 313.45
Hydro Total 1434.22
Air Total 421.45
Total 1855.67* Indicates an Estimation