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

LeanNo 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

HOUSE OF QUALITY

TARGET SPECIFICATIONSMetric # 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 / SkillsProf. John Kaemmerlen Industrial & Systems

Engineering ProfessorFaculty 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

TasksMatthew 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 RESOURCESName Source Description Available

PeopleProf. John Kaemmerlen RIT Faculty Guide YesPhil Bryan RIT Technical Consultant YesScott Young Wegmans Manufacturing

Engineering ManagerYes

Chris Isaacson Wegmans Industrial Engineer YesWegmans CIC Team Leaders

Wegmans CIC Team Leaders Yes

Wegmans CIC Team Members

Wegmans CIC Team Members Yes

EnvironmentAccess to Wegmans CIC Wegmans Where project will be

completedYes

Senior Design Center RIT Group Meetings / Project Space

Yes

EquipmentIE/ME Computer Labs RIT Design Work YesKGCOE 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.

QUESTIONS?

P10712 – CHEESECAKE PROCESS IMPROVEMENT

Andreana Crance - IE

Wegmans – Cheesecake Process Improvement

PLANNING STAGE

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 REQUIREMENTSName Discipli

neRole/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.

PRELIMINARY WORK BREAKDOWN STRUCTURE

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.

Wegmans – Cheesecake Process Improvement

CONCEPT DEVELOPMENT

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 TREEFunction Tree – Cheesecake

Process Improvement

Lean Processes

Reduce max # employees by 3

employees

Create standard work

instructionsReduce # 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

taskDesign 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.

HOUSE OF QUALITY

TARGET SPECIFICATIONS (STEP 1)Metric Number

Metric Importance

Units

1 Average botleneck utilization

1 % per year

2 # of injuries 1 Number per year3 Material travel distance 1 Feet4 Average throughput of

process2 Average product per

year5 Floor space occupied 1 Square feet6 Yield 2 Product per year7 # employees on crumbing

task1 Employees

8 New employee training 3 Hours per year

This is a great way to measure the success of the project!!!

RISK ASSESSMENT

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

QUESTIONS?