P10457: D-R Process Improvement Patrick Muldoon (ME)

Company Background “For more than 100 years, Dresser-Rand has been among the largest global suppliers of rotating equipment solutions, with field-proven centrifugal and reciprocating compressors, steam turbines, expanders, gas turbine packages, and control systems.” “Dresser-Rand is positioned to deliver a complete package of solutions, from initial concept to equipment retirement for the worldwide oil and gas, chemical, petrochemical, and process industries.” http://www.dresser-rand.com/

Mission Statement The mission of the Process Improvement Innovations Project is to implement lean principles into the compressor assembly area at Dresser-Rand Corporation's Olean facility in order to reduce cycle time. Goal: Reduce cycle time by 25% Safe operational work areas Improve flow//Eliminate problem areas Approach: Improve the flow of product Part inventory Visual controls Reducing scrap 6S Sort, Stabilize, Shine, Standardize, Sustain, Safety http://www.dresser-rand.com/oil&gas/pop_dr-7.htm

Project Relevance P08455 – Value Engineering in a Manuf. Facility Compressor Final Internal Assembly Stand P09457 – Process Improvement Project Piping and Packaging Line D-R Material Flow Improvement Project From P08455 Final Drawing Package Photo taken by P09457

Staffing Requirements Name Discipline Roles/Skills John Kaemmerlen RIT ISE Dept. Professor Faculty guide Provide team and project oversight from academic and technical perspective. Phil Bryan Johnson & Johnson Tech Support Provide team and project oversight from technical perspective. Patrick Muldoon M.E. Project Manager Point of contact for D-R; Construct and submit deliverables; Assist in any necessary tasks. I.E. Student (TBD) I.E. Chief Engineer Focus direction of work; lead in Simulation and Factory CAD Software. Engineer Strong background in the fields of lean, simulation, and ergonomics. M.E. Student (TBD) Skills in custom tooling; Set-up reduction and assembly design opportunities.

Intellectual Property Considerations Factory operations Product concepts and design http://www.dresser-rand.com/gfc/default.asp

Work Breakdown Structure All team members Tour D-R facility in Olean, NY Review//Update customer needs Project Manager Assign team roles & coordinate responsibilities Implement organized work breakdown structure Maintain document control Chief Engineer Maintain “big picture” view of assembly area Obtain all data of current D-R compressor assembly process Create current state value stream map IEs Factory CAD analysis of current D-R CAD layout Current state simulation model ME Become familiar with current assembly processes, tooling used, and materials used Evaluate the correlation between product drawings and the assembly process

Team Values and Norms Punctual Thorough Accurate Professional & Ethical Committed Demonstrates the core RIT values of SPIRIT Student Centeredness, Professional Development and Scholarship, Integrity and Ethics, Respect, Diversity and Pluralism, Innovation and Flexibility, Teamwork and Collaboration

Required Resources Personnel Environment Equipment Materials Monetary Prof. Kaemmerlen, RIT Phil Bryan, Johnson & Johnson Dennis Rice, Dresser-Rand Process Innovation Director Pat Comer, Dresser-Rand Process Innovation Engineer Environment MSD Lab ISE/ME Computer Labs D-R Olean Facility Equipment Arena Software Factory CAD Software Pro/ENGINEER Software Materials TBD Monetary http://www.dresser-rand.com/recip/eq/default.asp

Affinity Diagram Ergonomics Work areas Parts on ground Stock lay-down area Bundle stand Bundle insertion Adjustable shop equipment Functionality Material movement Part issue time Inventory management cycle time Minimize lost parts part identification process Stock retrieving delays Quality control Unused parts location Cart for in-process parts Factory Attributes Assembly areas Production areas Inspection area Personnel break area Active stock area Scrap area Racking system Multi-use assembly areas

Objective Tree Implementation of lean principles within the compressor assembly area in order to reduce cycle time. Resources Personnel Equipment Time Economics Materials Labor Consolidation Technological Tooling Safety Organization Scope Hardware Software Documentation

Function Tree Organized Operational Flow of Processes Flow of Materials Factory Layout Organized Stock Inventory Scrap Inventory In-process Inventory Safe Ergonomics Equipment http://www.dresser-rand.com/insight/Summer08/Story_Proactive.html

Possible Consequences Risk Assessment Description Possible Consequences Probability Severity Overall Contingency Plan Worker resistance to change Workers will not comply with changes in assembly process H M Discuss changes with personnel and take into account feedback Increased production cost Cost of production will be more than budgeted & changes may not be implemented Continuously meet with customer and evaluate possible changes as well as budget limits Disruption of other processes Cycle time of other processes will increase and projects will not be completed on time Work with customer to schedule changes with overall flow of current projects Quality vs. Speed tradeoff Quality is overlooked due to reduced cycle times L Use lean techniques to create more value with less work