WEGMANS 2009-2010 PROJECTS

Matt Syska, Industrial & Systems Engineering

Andreana 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 PRESENTATION

P10711 – 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 STATEMENT

Product 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 transport

Utilize workers’ time in a more efficient way

Improve overall efficiency of facility in order to make a greater profit

Improve 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, NY

Scott Young and Wegmans’ engineering group

Culinary Innovation Center workers whom are effected by the changes

Wegmans Distribution Center Community

Community 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

Lean

No Standardization

High Volume, High Mix of products

Loading/Unloading Procedures

Tumbler outpaces packaging machine

Changeover Problems

Safety

Ergonomics Concerns

Noise Issues

Preventative Procedures

Pinch Problems

Back Injuries

Eye Protection

Material Handling

Transport of raw materials

Mixing

Messy

Splashing Problems

2000 lbs loads

Layout Design

New Equipment

Cost effective

Worker Relations

More efficient set ups

Manual process operation

improvements

Process Improvement

Labor Effeciency Savings

Ease of Use

Environmentally friendly

Sanitary Requirements

Strict handling standards

Easily cleaned

Must meet health code

Food Safety

OBJECTIVE TREE –

WHY DOES THE CUSTOMER NEED THIS PRODUCT?

This Product or Process

Needs to …

Lean Processes

Improve Loading/Unloading

ProceduresBalance the Line

Proper utilization of resources

Safety/Sanitation

Ensure safety of workers

Stop problems before they occur

Ensure Safety of Food

Material Handling

Handle variety of materials

Make product movement less

messy

Stop splashing from occurring

Layout

Efficiently 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

Lean

Reduce time to load/unload transport by

25%

Able to be sized up due to high demands

Perform to the bottleneck

Safety

Reduce risk of long term ergonomic injuries by

50%

Be proactive in solving safety problems – report

any issues

Meet strict food safety standards

Material Handing

Be flexible in design to accommodate 30 different products

Eliminate need to wipe packaging area to

prevent leakers

Prevent splashing from occurring during

transport

Layout

Improve flow of goods and people

Create an intuitive and standardized layout

Be cost effective

HOUSE OF QUALITY

TARGET SPECIFICATIONS

Metric # 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 / Skills

Prof. John Kaemmerlen Industrial & Systems

Engineering Professor

Faculty 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 Tasks

Matthew Syska – IE

(Project Lead)

Prepare for first team meeting

Contact Wegmans to set-up tour

for rest of group members

Attend Wegmans safety training

Visit Wegmans facility

Finalize SD I plan

Meet with line workers to discuss their

concerns

Collect Data

Work with ME’s for

design work

IE (Lean) Get familiar with project

Visit Wegmans for tour

Attend Wegmans Safety Training

Visit Wegmans facility

Create data collection plan

Meet with line workers to discuss their

concerns

Collect Data

Start data analysis

IE (Ergonomics) Get familiar with project

Visit Wegmans for tour

Attend Wegmans Safety Training

Visit Wegmans facility

Create plan for ergonomic analyses

Meet with line workers to discuss their

concerns

Collect Data

Create current state

ergonomic

assessment

ME Get familiar with project

Visit Wegmans for tour

Attend Wegmans Safety Training

Visit Wegmans facility

Study current process and look into

current solutions

Meet with line workers to discuss their

concerns

Collect Data

Create preliminary

solution concepts

ME Get familiar with project

Visit Wegmans for tour

Attend Wegmans Safety Training

Visit Wegmans facility

Study current process and look into

current solutions

Meet with line workers to discuss their

concerns

Collect Data

Create preliminary

solution concepts

REQUIRED RESOURCES

Name Source Description Available

People

Prof. John Kaemmerlen RIT Faculty Guide Yes

Phil Bryan RIT Technical Consultant Yes

Scott Young Wegmans Manufacturing Engineering

Manager

Yes

Chris Isaacson Wegmans Industrial Engineer Yes

Wegmans CIC Team Leaders Wegmans CIC Team Leaders Yes

Wegmans CIC Team

Members

Wegmans CIC Team Members Yes

Environment

Access to Wegmans CIC Wegmans Where project will be

completed

Yes

Senior Design Center RIT Group Meetings / Project

Space

Yes

Equipment

IE/ME Computer Labs RIT Design Work Yes

KGCOE 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 REQUIREMENTS

Name Discipline Role/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 RESOURCES

People

Professor John Kaemmerlen –Faculty Guide

Scott Young –Wegmans –Customer

Chris Isaacson – Wegmans –IE Main POC

Phil Bryan – J & J – Technical

Lead

Environment

Swipe Access to Wegmans

Bakery Facility

Senior Design Lab Space

Access to ME and IE Labs

Access to Manufacturing

Lab

Equiptment

Factory CAD Software

Machining Equiptment

* 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 DIAGRAM

Lean

Worker Effeciency

Standard Work for

employees

Standard Process

Standardized Product

Storage Issues

Bottleneck (& resource)

usage

Scalable (growth)

Tunnel Oven Issues

Safety

Ergonomics

Current “messy” process

Pans stored everywhere

Material Handling

Storage issues

Customizable Solution

New crumbing

equiptment

Worker Safety

Increase throughput

Decrease time tunnel oven is idle

Easily replaceable

solution

Layout Design

New procedure

Storage Utilization

Small space to work with

Cost effective

Worker Relations

Easier process

Less manual processes

Overall process

improvement

Efficient use of time

Reduce overall procss

time

Health Requirements

Easy to clean

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 TREE

Function Tree –Cheesecake

Process Improvement

Lean Processes

Reduce max # employees by 3

employees

Create standard work instructions

Reduce # 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 task

Design 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 year

3 Material travel distance 1 Feet

4 Average throughput of process 2 Average product per year

5 Floor space occupied 1 Square feet

6 Yield 2 Product per year

7 # employees on crumbing task 1 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?