1. Qualitrol Inventory Improvement Project Senior Design – 2015 Nathan Arrowsmith, Samantha Reinhart, Rachel Short, Yelena Tuzikova

2. Today’s Agenda  Introduction  Project Background (Current State)  Problem Statement  Customer Requirements  Engineering Requirements  Use Scenarios  Current Project Plan  Concerns

3. A Quick Introduction  Nate Arrowsmith (BS ISE Fall ‘15)  Samantha Reinhart (BS/ME ISE/Eng. Mgmt. Fall ‘15)  Rachel Short (BS ISE Fall ‘15)  Yelena Tuzikova (BS ISE Fall ‘15)

4. Project Background  Qualitrol is a Lean Manufacturer  Qualitrol carries very little inventory and relies on a steady flow of shipments to resupply its work cells  Material flow is not perfect – missed signals, improper bin sizes, etc.  Materials process is not always followed

5. Project Background (cont.)  Kanban cards often get lost  Parts sometimes go “missing”  The presentation of material in cells is not logical  To help mitigate some of these problems, Qualitrol is currently trialing water-spiders

6. Current State: Cell 922A  High volume and variety of parts  Signals are not always clear – Kanban cards leave the cell but it’s unclear when replenishment parts will or should arrive  Kanban cards often reside in overflow bins which adds to the confusion. Is a bin waiting for more parts or do we have so many of them that the Kanban card is still in the overflow bin?  No distinction between VMI and in-house filled  Material presentation is not ergonomic and some parts, used very irregularly (once every few months), occupy valuable workspace

7. Problem Statement Current State  Current Kanban system not properly utilized  Parts have no logical order of presentation Desired State  Optimal component levels  Aesthetic and simple material presentation  Kanban system used appropriately Goals:  Minimal space utilization  Updating appropriate Kanban levels  Creating material flow Deliverables  Supporting inventory calculations  Process documentation  Component management plan that is repeatable cell to cell  Before and after diagrams of the cell layouts Constraints  Available space  DBS practices

8. Customer Requirements  Create a process and set of tools that can be applied plant-wide.  Reduce or maintain floor space utilization.  Incorporate the use of a water spider into the inventory process.  Reduce inventory errors.  Reduce frequency of expedited parts due to inventory inaccuracy.  Reduce frequency and severity of inventory count errors on production and delivery. Customer Rqmt. # ImportanceDescription CR19 Create a process and set of tools that can be applied plant- wide CR29Reduce or maintain floor space utilization CR33 Incorporate the use of a water spider into the inventory process CR43Reduce inventory errors CR53 Reduce frequency of expedited parts due to inventory inaccuracy CR69 Reduce frequency and severity of inventory count errors on production and delivery

9. Engineering Requirements  Implement reliable and consistent visual cues for assemblers, material handlers, and managers.  Eliminate unnecessary materials from cells and the factory floor.  Implement material presentation plan in one cell (initially).  Create a methodology that can be duplicated in other cells and work areas.  Leverage water-spider and existing Kanban methodologies. Rqmt. #ImportanceSource Engr. Requirement (metric) Unit of Measure Marginal Value Ideal Value S19CR1 Process and tools should account for all possible permutations of part sizes and consumptions rates including hypothetical extremes. Surface Area~90%All Parts S29CR2 No change in required floor space %N/A≤0% S33CR3 Water spider should be utilized in a fashion that requires minimal effort while maintaining fulfillment requirements i.e. the Water Spider’s process should have good flow. On time restocking/ Employee Utilization95%/70%98%/80% S43CR4 Process should mitigate the frequency of inventory adjustment reporting errors %N/A< 20% S53CR5 Reduce inventory error-related part expedition %N/A S69CR6 Reduce work stops related to inventory errors %N/A50%

10. Use Scenario

11. Current Project Plan

12. Concerns  Time on the floor/visitation scheduling  Changes in customer requirements  DBS Kaizen Events are 1 week, we cannot accommodate that

13. Did We Miss Anything?  Is there anything we haven’t discussed today yet?  Is there anything we should know?  We are happy to accept any other feedback you might have.