1. Eric Albanese Helen Jervey Barret Zeinfeld Josh Monsees

2. Process Innovation Track Recent past 8 projects, 5 companies Dresser Rand Gleason Works Wegmans Cooper Vision Parlec Looking forward 5 projects, 2 companies 3 Wegmans 2 Dresser Rand R10002 Process Innovation2

3. Project Status Update Cooper Vision Decided not to have a MSD project Wegmans Increased from 2 to 3 winter start projects Dresser Rand Expressed interest in 2 winter start projects 2 nd project overview meeting is November 11 R10002 Process Innovation3

4. Wegmans Project Roadmap Wegmans Projects @ Bake Shop Bread and Roll Scaling P09713 Cookie Sorting P09711 Roll Shrinkage P09712 Cheesecake Project P10712 Current Projects @ Culinary Center Meat Tumbler P10711 Batch Prep P10713 Flip/Label Package P10715 Future Projects Central Kitchen Yield R10002 Process Innovation4

5. Wegmans Intellectual Property Considerations Layout currently available to public Recipes and labor rates are confidential Employee identities confidential Capacity is confidential Other intellectual property concerns will be addressed as needed R10002 Process Innovation5

6. Eric Albanese

7. 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 600-1200 lb capacity vats, and then transferred into a vacuum pack machine (Multivac). The current process suffers from many efficiency and ergonomic issues. The overall outcome of the project is to identify and implement process improvements or changes in order to increase efficiency and safety of the workers. Key Business Goals/Project Deliverables The implementation of a new system to safely move the meat from the tumbler to the vacuum packaging line. In the situation where multiple items need to be fabricated, a prototype is sufficient. R10002 Process Innovation7

8. Project Relevance Primary Customer /Project Opportunities Wegmans Corporation (Scott Young & Chris Issacson) Opportunity to save money on required labor Reduce the high cost of injuries Secondary Market /Project Opportunities RIT Develop future projects with Wegmans Employees Benefit from a safer work environment (morale) Meat Product Customers Potential higher quality or less expensive product RIT Students Opportunity to work on an open ended, interesting project R10002 Process Innovation8

9. Staffing Requirements Project Lead (Eric Albanese) IE Student – Ergonomics IE Student – Lean Engineering IE Student – Ergo/Process Integration ME Student – Transport/Cart Design R10002 Process Innovation9

10. Current Process R10002 Process Innovation10 ~1000 lbs

11. Preliminary Work Breakdown Structure R10002 Process Innovation11

12. Required Resources People: RIT – John Kaemmerlen (Faculty Guide) RIT – Dr. Matthew Marshall (Faculty Consult) Wegmans – Chris Isaacson Wegmans – Scott Young Wegmans – Culinary Center Employees Environment: RIT – Senior Design Center Wegmans – Culinary Innovation Center Equipment: RIT – Computer Labs RIT – Manufacturing Labs R10002 Process Innovation12

13. Safety/Ergo Large 1000lb carts Cluttered Areas Many carts Tight turns Reaching Lifting heavy amounts Getting run over Cost Savings $12,000 average medical bill cost $4,000 OSHA fine Cost of training replacement worker Workers busy all the time Potential FIFO issues Overstaffed Production Control Process not FIFO Carts get grouped together No tracking method Don't know how to do process well Keep using labor to band aid situation Affinity Diagram R10002 Process Innovation13

14. Objective Tree – Why Does the Customer Need Help? R10002 Process Innovation14 We need this product to… Keep employees healthy Ergonomic issues are causing injuries Back sprains Overexertion Muscle strains Safety issues 2000 lb carts striking employees Pinch points Appendages run over Better utilize employees No current standard process or tracking system Queue issues No FIFO – Potential quality problem Want single piece flow Just work fast & hard to complete job Employee Downtime

15. Function Tree – What does this product need to do? R10002 Process Innovation15 Improve design of tumbler transport at wegmans culinary innovation center Utilization Reduce time to load/unload bins Keep a constant workflow Safety Reduce risk of long term ergonomic injuries Reduce risk of injury from moving carts Meet strict food safety standards Material Handing Be flexible in design to accommodate different batch sizes Layout Improve flow of goods and people Create an intuitive and standardized layout

16. House of Quality R10002 Process Innovation16

17. House of Quality Priorities 1. Standardize process 2. Standardize flow 3. Reduce number of hazards R10002 Process Innovation17

18. Target Specifications Primary Goals Safety Reduce the risk of existing safety incident/near miss from using cart (Year to date: 3 incidents, Goal: 0 incidents) Reduce meat transport bin movement ergonomic issues to within OSHA recommended levels Reduce meat transport bin unloading ergonomic issues to within OSHA recommended levels Utilization Through process improvements, work to reduce the number of labor hours needed (Current per day: 55.02 hours, Goal: TBD) Develop new product flow to keep workers utilized in a more constant, level manner (Current utilization: 52.5% (OEE), Goal: TBD) Improvements above must not slow down process Secondary Goals: Reduce meat tumbler loading ergonomic issues to within OSHA recommended levels Reduce the number of labor hours needed for Multivac (Current per shift: 128.38 hours, Goal: TBD hours) R10002 Process Innovation18

19. Risk Assessment R10002 Process Innovation19 Description of Risk Possible Consequences Probabilit y SeverityOverallContingency Plan Team member unavailable for extended period of time Critical items not able to be completed MMMHave other team members take time to learn what other members are doing so they can cover if need be, documentation Team Member Drops MSD Not enough manpower to complete project LHMDocumentation, be flexible with faculty guide Parts do not arrive in time Unable to complete project on time MMMHave multiple supply option, use standard common parts Wegmans Employees resist proposed changes Cannot implement solutions MMMInclude employee inputs in design, have discussions to ensure they realize their benefit from project Budget gets cut midway through project Unable to complete project as intended LMLDemonstrate cost savings of project and return on investment, provide specs without prototype for them to produce on own

20. DPM Wrap-up Helped give us a good overview of what senior design is about to get rid of any nervousness Had an opportunity to build a meaningful relationship with the customer before MSD starts Developed our leadership skills Looking over past projects has given us an idea of what is done and what problems have occurred Built a foundation to build off of in week 1; not starting from scratch R10002 Process Innovation20

21. What we would have done differently Contact more past MSD Project Leaders and discuss specifics about problems they faced Reports on EDGE do not tell the whole story Look back on past projects’ deliverables (risk assessment, WBS, etc) Make more connections to our deliverables Try and observe the current individual processes during DPM rather than waiting for MSD 1 Get more detailed earlier in the quarter R10002 Process Innovation21