Matt Syska, Industrial & Systems Engineering Andreana Crance, Industrial & Systems Engineering

 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

Matt Syska, Industrial & Systems Engineering

 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   End Term   Faculty Guide  Dr. John Kaemmerlen (ISE)  Technical Lead  Phil Bryan  Primary Customer  Wegmans Culinary Innovation Center, Scott Young

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 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

 $36 million 53,000 sq. ft. addition to meat shipping facility.*  Opened early  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. *

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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 ProblemsBack InjuriesEye Protection Material Handling Transport of raw materials MixingMessy Splashing Problems 2000 lbs loads Layout Design New EquipmentCost 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

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

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

Metric #MetricImportanceUnitsMeasure of Success 1Transport Time1Minutes/SecondsReduce by 25% 2Ergonomic Risk1NIOSH Lifting Index / Snook Maximum Acceptable Weight Reduce by 50% 3Employee Utilization1% Value Added LaborImprove by 35% 4Equipment Utilization2% UtilizationImprove by 10% 5Product Yield2% of product without defects Improve by 10% 6Wegmans Return on Investment 1$ROI in 3-5 years

NameDisciplineRole / Skills Prof. John KaemmerlenIndustrial & Systems Engineering Professor Faculty Guide, Will work closely with the team on an on- going basis to facilitate success. Phil BryanProduct Development ExpertTechnical Consultant/TA, Will provide discipline technical support on an intermittent basis. Matthew SyskaIEProject 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 StudentIEWill be responsible for analyzing data collected as well as implementing changes into the current facility. Will also help document procedures and champion process change. TBD StudentIEErgonomics expert. Will analyze the workspace and recommend changes. These recommendations will be incorporated into the entire design. TBD StudentMEWill 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. TBD StudentMEWill 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.

 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.

PersonWeek 0 -> 1 TasksWeek 1->2 TasksWeek 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)Get familiar with project Visit Wegmans for tour Attend Wegmans Safety Training Visit Wegmans facility Create plan for ergonomic analyses Meet with line workers to discuss their concerns Collect Data Create current state ergonomic assessment MEGet familiar with project Visit Wegmans for tour Attend Wegmans Safety Training Visit Wegmans facility Study current process and look into current solutions Meet with line workers to discuss their concerns Collect Data Create preliminary solution concepts MEGet familiar with project Visit Wegmans for tour Attend Wegmans Safety Training Visit Wegmans facility Study current process and look into current solutions Meet with line workers to discuss their concerns Collect Data Create preliminary solution concepts

NameSourceDescriptionAvailable People Prof. John KaemmerlenRITFaculty GuideYes Phil BryanRITTechnical ConsultantYes Scott YoungWegmansManufacturing Engineering Manager Yes Chris IsaacsonWegmansIndustrial EngineerYes Wegmans CIC Team LeadersWegmansCIC Team LeadersYes Wegmans CIC Team Members WegmansCIC Team MembersYes Environment Access to Wegmans CICWegmansWhere project will be completed Yes Senior Design CenterRITGroup Meetings / Project Space Yes Equipment IE/ME Computer LabsRITDesign WorkYes KGCOE Manual Machine Shop RITFabricationYes Brinkman LabRITFabricationYes

Description of RiskPossible 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 HMMOther 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 LHMOther 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 MMMAlways have a backup plan when ordering less common items. Catastrophic failure of design near end of term Completion of project in jeopardy LHLHave well document designs so things can be remade CIC employees resist change Cannot implement solutions HMMMake 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 LMLTeam 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 LHMFinish up project in “as-is” state, possible finish up without any purchasing.