1. Wegmans Projects
Matt Syska, Industrial & Systems Engineering Andreana Crance, Industrial & Systems Engineering

2. Wegmans 2009-2010 Project Down-Select
Wegmans would like to sponsor 4 projects for AY
Project readiness packages have been completed for Cheesecake Pan Process Improvement and Ergonomics and Design of Tumbler Transport

3. Matt Syska, Industrial & Systems Engineering
DPM Final Project Presentation P10711 – Wegmans - Ergonomics and Design of Tumbler Transport
Matt Syska, Industrial & Systems Engineering

4. 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

5. 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 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 Opportunities
Wegmans Culinary Innovation Center in Rochester, NY
Secondary Market /Project Opportunities
Similar Wegmans production facilities
Stakeholders
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

6. 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. *

7. Current Process
Image Sources:

8. 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

9. Objective Tree – Why Does the Customer Need this Product?
This Product or Process
Needs to …
Lean Processes
Improve Loading/Unloading Procedures
Balance 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

10. 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

11. House of Quality

12. Target Specifications
Metric #
Metric
Importance
Units
Measure of Success 1
Transport Time
Minutes/Seconds
Reduce by 25% 2
Ergonomic Risk
NIOSH Lifting Index / Snook Maximum Acceptable Weight
Reduce by 50% 3
Employee Utilization
% Value Added Labor
Improve by 35% 4
Equipment Utilization
% Utilization
Improve by 10% 5
Product Yield
% of product without defects 6
Wegmans Return on Investment $
ROI in 3-5 years

13. Staffing Requirements
Name
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
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.
Ergonomics expert. Will analyze the workspace and recommend changes. These recommendations will be incorporated into the entire design. 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.

14. 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.

15. Preliminary Work Breakdown Structure
Person
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)
Visit Wegmans facility Create plan for ergonomic analyses Meet with line workers to discuss their concerns
Create current state ergonomic assessment ME
Study current process and look into current solutions Meet with line workers to discuss their concerns
Collect Data Create preliminary solution concepts
Create preliminary solution concepts

16. Required Resources Name Source Description Available People
Prof. John Kaemmerlen
RIT
Faculty Guide
Yes
Phil Bryan
Technical Consultant
Scott Young
Wegmans
Manufacturing Engineering Manager
Chris Isaacson
Industrial Engineer
Wegmans CIC Team Leaders
CIC Team Leaders
Wegmans CIC Team Members
CIC Team Members
Environment
Access to Wegmans CIC
Where project will be completed
Senior Design Center
Group Meetings / Project Space
Equipment
IE/ME Computer Labs
Design Work
KGCOE Manual Machine Shop
Fabrication
Brinkman Lab

17. Risk Assessment Description 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
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
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
Always have a backup plan when ordering less common items.
Catastrophic failure of design near end of term
Have well document designs so things can be remade
CIC employees resist change
Cannot implement solutions
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
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
Finish up project in “as-is” state, possible finish up without any purchasing.

18. Questions?

19. P10712 – Cheesecake process improvement
Andreana Crance - IE

21. Wegmans – Cheesecake Process Improvement
PLANNING STAGE

22. Mission Statement Goal:
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

23. Project relevance Wegmans: Other large-scale bakeries:
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

24. 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
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.

25. 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. 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.

26. Preliminary work breakdown structure

27. 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
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
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 )
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

28. 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.

29. Wegmans – Cheesecake Process Improvement
Concept Development

30. 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

31. Objective tree
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.
Improve Cheesecake Making Process
Lean Processes
Safety
Worker Relations
Storage issues associated with pans
Low utilization of bottleneck
Ergonomic concerns of employees
Hazards due to storage issues
Long overall process time
Not an intuitive process
Very manual process
Low worker efficiency
No standard work
Create standard product
Layout
Material Handling
Long crumbing process
Low throughput of process
Heavy training for new employees
Not effecienct
Not cost effective

32. Function tree
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.
Function Tree – Cheesecake Process Improvement
Lean Processes
Safety
Reduce max # employees by 3 employees
Create standard work instructions
Reduce # of pans by 30%*
Utilize bottleneck to 80% of it’s full capacity
Design out 80% of employee ergonomic concerns**
Worker Relations
Layout
Design tool to aid crumbing task
Design a more intuitive process
Create a more efficient workflow
Reduce process time and movement by 25% ***

33. House of quality

34. Target specifications (step 1)
Metric Number
Metric
Importance
Units 1
Average botleneck utilization
% per year 2
# of injuries
Number per year 3
Material travel distance
Feet 4
Average throughput of process
Average product per year 5
Floor space occupied
Square feet 6
Yield
Product per year 7
# employees on crumbing task
Employees 8
New employee training
Hours per year
This is a great way to measure the success of the project!!!

35. Risk assessment
Add risks about my team !

36. 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

37. Questions?