Wegmans 2009-2010 Projects

1. Matt Syska, Industrial & Systems EngineeringAndreana Crance, Industrial & Systems Engineering Wegmans 2009-2010 Projects

2. Wegmans would like to sponsor 4 projects for AY2009-2010 Project readiness packages have been completed for Cheesecake Pan Process Improvement and Ergonomics and Design of Tumbler Transport Wegmans 2009-2010 Project Down-Select

3. Matt Syska, Industrial & Systems Engineering DPM Final Project PresentationP10711 – Wegmans - Ergonomics and Design of Tumbler Transport

4. 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 Project information

5. 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 300-600 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 Wegmans Culinary Innovation Center in Rochester, NY 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 Mission Statement

6. $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. Wegmans Culinary Innovation Center *http://www.democratandchronicle.com/article/20090313/BUSINESS/903130318/1001

7. Current Process Image Sources:http://www.democratandchronicle.com/apps/pbcs.dll/gallery?Site=A2&Date=20090312&Category=multimedia03&ArtNo=903120804&Ref=PH&Params=Itemnr=1 http://www.mpbs.com/resources/contentfiles/mpbs/catalog/products/stainless-steel-mobil-poultry-table/image/10399%20(W).jpg http://www.vacuums365.com/uploaded_images/vacuum-packaging-machine-717063.jpg

8. Affinity Diagram –Raw data from Customers and Stakeholders

9. Objective Tree – Why Does the Customer Need this Product?

10. Function Tree –What does this product need to do?

11. House of Quality

12. Target Specifications

13. Staffing Requirements

14. 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. Intellectual Property Considerations

15. Preliminary Work Breakdown Structure

16. Required Resources

17. Risk Assessment

18. Questions?

19. Andreana Crance - IE P10712 – Cheesecake process improvement

21. Wegmans – Cheesecake Process Improvement PLANNING STAGE

22. 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. Wegmans: • 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 Project relevance

24. Staffing requirements

26. Preliminary work breakdown structure

28. Required resources * 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

31. Objective tree Improve Cheesecake Making Process Lean Processes Safety Worker Relations 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. 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 Low throughput of process Heavy training for new employees Not effecienct Not cost effective Long crumbing process

32. Function Tree – Cheesecake Process Improvement Function tree Safety Lean Processes 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. Design out 80% of employee ergonomic concerns** Reduce max # employees by 3 employees Create standard work instructions Reduce # of pans by 30%* Utilize bottleneck to 80% of it’s full capacity 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. This is a great way to measure the success of the project!!! Target specifications (step 1)

35. Risk assessment

36. 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 So … how will we know if we’re sucessful?

37. Questions?