1. Danaher-VIDEOJET IE 431 Senior Design Group 5
Terek Ahady Gary Sun Grace Dong Yue Yin

2. Introduction Team Members Team Member Terek Ahady
- Standard Work (Bridge & Feeder)
- Final Report (Results)
-Final Revision on reports
- Plant visits
- Contact with client
Yue Yin
- Standard Work (Transport-1 & Panel Control)
- Final Revision on
standard work
- Final Report (Approach)
Grace (Shuangzhu) Dong
-Standard Work
(Transport -2)
-Final Report (Intro & Commentary)
-Plant Visits
Gary Sun
-Standard Work (Base)
-Plant Visits
-Conference Call for refining standard work
-Final revision on section 5

3. Project Statement
Over the past 4 months, our team has contributed to updating the standard work of the 7000 series printer base as well as become more knowledgable in Danaher Business System operations (lean manufacturing).

4. Background Information
Statement of Need
Problem: Documentation lacks standardization & needs an update
Goal: Update the standard work for 7000 series printer base
Task: Observe and formalize standard work
Improve upon the “baseline” process in DBS Kaizen

5. Danaher-Videojet
Project Management

6. Project management
Gantt chart

7. Project management
Cost

8. Danaher-Videojet
Approaches Used

9. Approach Used - Follow the Engineering Design Process:
Define the problem
Create the deliverables
Feedback/Update our deliverable
- IE Courses & Knowledge Used:
IE 386 Work Design Analysis - Time Study and Standard Work
IE 383 Integrated Production System - Standard Work Lean manufacturing
IE 370 & 470 Manufacturing and Project Management (Gantt Chart)
- Proficiency in Microsoft Excel software

10. Danaher-videojet
Results

11. Results - Standard Work
We separated each sub assembly into a different section for the updated standard work. There are a total of 6 different sections.
Improvements:
All sections have been revised and reorganized with new photos for the user.
The new standard work is now completely digital and can be edited very quickly.
We have organized the sections in such a way that it is now much more efficient to navigate to a certain build step.
The bill of materials has been cleared or all redundancies.
Employees can now start using tablets on the factory floor instead of binders when referencing the standard work.

12. Results - Standard Work
Original Standard Work
Updated Standard Work

13. Results - DBS
During our visits, we learned about the Danaher Business System (DBS) and their idea of constant improvement in the work place.
As a team, we went off site to another facility to help observe and make an improvement to one of the production cells (kaizen.)
Danaher employees gave us a presentation about their own constant DBS improvement system.
DBS Tools help Danaher grow in areas of:
1.) Growth
2.) Leadership
3.) Lean Manufacturing

14. Results - DBS Questions:
1) Does Danaher offer any type of lean manufacturing training, or is everything learned by experience?
2) How often are DBS improvements or kaizens documented?
3) What if a kaizen was attempted, but it did not improve efficiency?
Results / Answers:
1) Yes, all Danaher employees must attend training sessions.
2) It all depends on the facility. Some larger facilities much more often than a smaller facility. The facility that we visited is attempting to perform one kaizen per week for the next few months.
3) The kaizen team would take a look at what did not go well or what can be improved from there.

15. Danaher-Videojet
Conclusion

16. Conclusions & Recommendations
We recommend re-ordering sections of future standard works, in such a way that the build flow is optimal (there were lots of redundancies during our build.)
Future standard works should always be created digitally.
Continuously adjust and update item reference numbers to eliminate repetition and redundancy.
Identify and clarify each sections to avoid any future confusions during assembling process. (i.e. Base, Transport, Bridges etc.)

17. Thank you Questions? Group 5
Terek Ahady Gary Sun Shuangzhu Dong Yue Yin