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Dresser-Rand Gasket Cell Relocation

Dresser-Rand Gasket Cell Relocation. Team Members: Cody Willmart, Aaron Marcotte, Jacky Li, Daniel Swol, Tyler Borden Mentor: John Kaemmerlen. [Revision: May, 2011]. Agenda. Objectives/Scope and Project Benefits Current Gasket Cell Operations Machine Selection

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Dresser-Rand Gasket Cell Relocation

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  1. Dresser-Rand Gasket Cell Relocation Team Members: Cody Willmart, Aaron Marcotte, Jacky Li, Daniel Swol, Tyler Borden Mentor: John Kaemmerlen [Revision: May, 2011]

  2. Agenda • Objectives/Scope and Project Benefits • Current Gasket Cell Operations • Machine Selection • Future Gasket Cell Location and Operations • Results • Performance vs. Customer Needs and Engineering Specs • Recommendations and Discussion

  3. Objectives/Scope and Project Benefits • Determine the optimal gasket cell design in terms of safety, quality, productivity and cost • Develop a detailed plan for the relocation and operation of the new gasket cell • An updated, efficient, and safe gasket cell in an operating area of Dresser-Rand’s Painted Post facility • A model project for process innovation and the implementation of lean principles for both Dresser-Rand and RIT

  4. Current Gasket Cell Operations • Requires a total of seven operators over two shifts to run cell • Machine portion occupies less than 25% of cell with the remaining 75% allocated towards the storage of dies and materials • Old cell is located in an areathat is going to be shut down • The old gasket cell location is far from shipping (Primary Customer) • Cell occupies ~ 6000 sqft. area

  5. Machine Selection Pugh Chart

  6. Eastman Blade Cut Machine Key Features • Nesting Capability • Travels up to 60 in. per second • Cut 12 gaskets in 3 minutes during a machine demo • Capability to write part number • Less than 2 minute setup time • Safety shield and automatic stop mechanism

  7. Cell Relocation • New cell occupies 1500 sqft. • Requires less operators to run cell at current production levels • Cell relocated closer to shipping and other finished goods delivery points

  8. Transition Plan

  9. Future State Value Stream Map

  10. Visual Control • Initial Visual Board Design

  11. Visual Control • Current Efforts of the Visual Board

  12. Material Usage Analysis

  13. Results • Machine Acquisition – with a purchase price around $90,000 the Eastman Machine will pay for itself in less than 9 months • Location – the new gasket cell location is directly across from the shipping department which significantly reduces travel time to the direct customer • Operating Costs – reduced by 36% annually

  14. Performance vs. Customer Needs

  15. Performance vs. Engineering Specs

  16. Future Recommendations • Material Consolidation • Visual controls • Production visual board • Scheduling box • Material reorder controlled with Kanban system • Quality controls picture board • Follow transition plan • Finished goods audit • Review information flow and simplify to take advantage of the processing time of machine

  17. Project Feedback • Responsive to team’s questions and inquiries • Very supportive while at the plant • Could use more feedback during needs and specifications definition period • Good to have project open to allow the team to develop ideas and direction. • Have a defined plan for the trip to Eastman to gather the required information for Dresser-Rand to approve purchase of the machine. • Understand flow of information earlier to be able to give recommendations for new process and possibly implement and test changes. • Dresser-Rand feedback for RIT team?

  18. Questions

  19. www.dresser-rand.com info@dresser-rand.com

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