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

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

3. Matt Syska, Industrial & Systems Engineering

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

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

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. *http://www.democratandchronicle.com/article/20090313/BUSINESS/903130318/1001

7. 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. 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

9. 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

10. 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

12. 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

13. 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.

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.

15. 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

16. 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

17. 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.

19. Andreana Crance - IE

21. Wegmans – Cheesecake Process Improvement

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. 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

24. NameDisciplineRole/Skills Professor John Kaemmerlen IEFaculty Guide, Will work closely with the team on an on- going basis to facilitate success. His background is in LEAN manufacturing and will continually aid the team in thinking with LEAN processes. Phil BryanMEFaculty Consultant, Will provide discipline technical support on an intermittent basis. Has vast knowledge of product development and will aid the project team in going through the correct process of thinking to efficient and effective. Andreana Crance IEProject manager for the Wegmans Cheesecake Improvement Process. Ensure the proper completion of all tasks with respect to efficiency, quality and cost effectiveness. The project lead will also resolve any ergonomic and human factors issues within the process.

25. NameDisciplineRole/Skills TBA (2)IE Study, define and begin implementing LEAN changes to the Cheesecake making process. Should be interested in Production Control and LEAN manufacturing, with a background in either one. Sucessfully gather the required data and apply it to the knowledge learned in class to improve the cheesecake processing line. focus the layout and facility planning for the cheesecake process. facilities planning, CAD work work closely with the student doing the core production control work. TBA (2)ME Collect data, gather specific customer needs, design and implement a crumbing tool to alleviate amount of man power needed for cheesecake making process. closely work with customer and bakery workers to produce a usable product. proficient in CAD modeling, manufacturing processes and procedures, mindful of an easily manufactured solution that meets health code standards.

27. PersonWeek 0 > 1 TasksWeek 1 > 2 TasksWeek 2 > 3 Tasks Andreana Crance (Project Lead) Schedule any required training for MSD group Plan and schedule group meetings Update EDGE Website to reflect current plans Get familiar with cheesecake process Begin talking to Wegmans Bakery employees to uncover any safety concerns Collect data on injuries Collect data on ergonomic concerns (lifting, etc) Work with other Ies to determine how to design the problems out ME ( 2 ) Attend any training sessions Attend group meetings Get familiar with cheesecake process Gather data on current crumbing process Look into quality issues that could be associated with the crumbing process Preliminary crumbing concept Research material types Work with IEs to determine NIOSH lifting standards Look into weight capacity IE ( 2 ) Attend any training sessions Attend group meetings Get familiar with cheesecake process Make CAD layout of current process and layout Begin collecting data on entire process Communicate with bakery workers for any input for improvements Analyze data to gather LEAN/Six Sigma order quantities / production rates Determine optimal production and people flow Research what process changes will affect outside of the cheesecake process

28. People Professor John Kaemmerlen – Faculty Guide Scott Young – Wegmans – Customer Chris Isaacson – Wegmans – IE Main POC Phil Bryan – J & J – Technical Lead Environment Swipe Access to Wegmans Bakery Facility Senior Design Lab Space Access to ME and IE Labs Access to Manufacturing Lab Equiptment Factory CAD Software Machining Equiptment * 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

30. Lean Worker Effeciency Standard Work for employees Standard Process Standardized Product Storage Issues Bottleneck (& resource) usage Scalable (growth) Tunnel Oven Issues Safety Ergonomics Current “messy” process Pans stored everywhere Material Handling Storage issues Customizable Solution New crumbing equiptment Worker Safety Increase throughput Decrease time tunnel oven is idle Easily replaceable solution Layout Design New procedure Storage Utilization Small space to work with Cost effective Worker Relations Easier process Less manual processes Overall process improvement Efficient use of time Reduce overall procss time Health Requirements Easy to clean

31. Improve Cheesecake Making Process Lean Processes Low worker efficiency No standard work Create standard product Storage issues associated with pans Low utilization of bottleneck Safety Ergonomic concerns of employees Hazards due to storage issues Material Handling Long crumbing process Low throughput of process Heavy training for new employees Layout Not effecienctNot cost effectiveWorker Relations Very manual process Long overall process time Not an intuitive process 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.

32. Function Tree – Cheesecake Process Improvement Lean Processes Reduce max # employees by 3 employees Create standard work instructions Reduce # of pans by 30%* Utilize bottleneck to 80% of it’s full capacity Safety Design out 80% of employee ergonomic concerns** Worker Relations Design tool to aid crumbing task Design a more intuitive process Layout Create a more efficient workflow Reduce process time and movement by 25% *** 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.

34. Metric Number MetricImportanceUnits 1Average botleneck utilization1% per year 2# of injuries1Number per year 3Material travel distance1Feet 4Average throughput of process2Average product per year 5Floor space occupied1Square feet 6Yield2Product per year 7# employees on crumbing task1Employees 8New employee training3Hours per year This is a great way to measure the success of the project!!!

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