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

2. 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.”

3. 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

4. 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

5. 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.

6. Intellectual Property Considerations
Factory operations
Product concepts and design

7. 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

8. 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

9. 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

10. 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

11. 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

12. Function Tree Organized Operational Flow of Processes
Flow of Materials
Factory Layout
Organized
Stock Inventory
Scrap Inventory
In-process Inventory
Safe
Ergonomics
Equipment

13. 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