Presentation is loading. Please wait.

Presentation is loading. Please wait.

Where Innovation Is Tradition Project #3: Production Cost Savings at Washington Post SYST 798/OR 680 Final Presentation 6 May 2011 Team Power Wash Post.

Similar presentations


Presentation on theme: "Where Innovation Is Tradition Project #3: Production Cost Savings at Washington Post SYST 798/OR 680 Final Presentation 6 May 2011 Team Power Wash Post."— Presentation transcript:

1 Where Innovation Is Tradition Project #3: Production Cost Savings at Washington Post SYST 798/OR 680 Final Presentation 6 May 2011 Team Power Wash Post Thomas Kuklinski Timothy Smith Ling Wu Vladimir Zivkovic 1

2 Where Innovation Is Tradition Overview Clients and Introduction Background, Objective, and Scope Technical Approach Model Architecture Results and Analysis Recommendations Future Work Acknowledgements Questions 2

3 Where Innovation Is Tradition Clients and Introduction Kent Renk, Materials Handling Foreman, renkk@washpost.com renkk@washpost.com Kim Hammett, Assistant Superintendent for Materials Handling, hammettk@washpost.comhammettk@washpost.com 3

4 Where Innovation Is Tradition Background In the Fall of 2010, GMU students did initial static analysis of the Washington Post Shipping and Receiving Department in Springfield, VA They conducted a process evaluation, an analysis of labor, and an analysis of routes which resulted in three groups of recommendations: Labor reductions (implemented) Route simplifications Improved data tracking 4

5 Where Innovation Is Tradition Objective and Scope Objective Provide a baseline simulation model that helps the Washington Post maximize the efficiency of the materials handling processes Scope Build upon the static analysis of the previous group by modeling the helper component of the Shipping and Receiving Department Deliver a flexible simulation model that can be used by the Post to make workforce planning decisions 5

6 Where Innovation Is Tradition Technical Approach Conduct a System Process Analysis Build upon last group’s work done on process evaluation Develop a complete and detailed qualitative understanding of how the Shipping and Receiving Department operates Collect and Analyze Data Collect data from both the materials tracking system (i.e. MTC) and subject matter experts Obtain descriptive statistics on each component of the system Select and Construct Model Evaluate model alternatives based on quantitative/qualitative data and client needs Construct and test model (e.g. turn system processes into Arena modules) Perform Output Analysis Evaluate output in terms of helper utilization, moves, and total production Iterate 6

7 Where Innovation Is Tradition Model Architecture Process Analysis Overview General Arena Module Helpers zones and arrivals General Process Modules Daily Insert/Sunday Packaging raw ads from rack to machine processing Completed Daily Insert pallets from SLS 1-6 to CSLD/NDSL Completed Sunday Packaging from Collators 1-4 to rack/NDSL Completed Sunday Packaging from rack to CSLD Schedule Module Output Analysis Module 7

8 Where Innovation Is Tradition Process Analysis (actual ) Daily Insert Sunday Packaging Racks Trucks Materials Handling 2a. Daily Insert Ads 1. Daily Insert Ads & Sunday Packaging 2a. Sunday Packaging Run of Press 2c. Jackets 3a. Completed Jackets 3b. Collated Sunday Packaging 8

9 Where Innovation Is Tradition Process Analysis (scope) Daily Insert Sunday Packaging Racks Materials Handling Input: Sunday Packaging Output: Completed Jackets Output: Collated Sunday Packaging Run of Press Output: Head Sheets Input: Daily Insert Ads Output: Collated Sunday Packaging 9

10 Where Innovation Is Tradition General Module C1HS S1HS DockRack TRIA(2,5,6) TRIA(6,8,9) EXP(5) Raw Materials Monday, Shift 1 Production Targets C1PZ EXP(5) 10

11 Where Innovation Is Tradition General Process Modules Utilizes “Transporter” modules and non-stationary Poisson Process schedule Internal business logic dictated by historical statistics (e.g. CSLD vs. NDSL) and internal business logic (e.g. Z-Loader selection) 11

12 Where Innovation Is Tradition Schedule Module Utilizes “Halt” and “Activate” modules 12

13 Where Innovation Is Tradition Output Analysis Modules Utilizes “Record” and “ReadWrite” modules Records current markup Records utilization time by helper by shift/day Records helper moves by helper by shift/day Records total pallets moved through model by week 13

14 Where Innovation Is Tradition Model Architecture (Assumptions) Raw materials start at rack (95% go to rack first) Exponential/Poisson arrival processes Triangular route time and Z-Loader distributions Machine and rack processes as terminate and arrive modules Internal business logic NDSL vs. CSLD; NDSL vs. Rack Least busy Z-Loaders machines are used Unlimited trucks available for delivery of completed materials 1 week reflects all weeks 14

15 Where Innovation Is Tradition Model Architecture (Limitations) Lack of route time data Plenty of arrival data Changing work center business logic makes it hard to keep up Lack of fully developed business logic for the internal model process (e.g. 50% NDSL vs. CSLD) Recipes for advertisements and rack waiting times make it difficult to model a seamless transition of materials through the system 15

16 Where Innovation Is Tradition Results and Analysis Input Analysis Labor Analysis Route Analysis Arrival Process Analysis Output Analysis Base vs. Suggested Schedule Helper utilization and moves Total production 16

17 Where Innovation Is Tradition Labor Input Analysis Obtained labor markup data for this period Broken down by work center, day, shift, and role Assigned helpers within the work centers to specific routes they were responsible for This required splitting helpers assigned to specific routes into subsets (e.g. Collator – Deep Reach) Trimmed off helpers in the markup that would be working on tasks not reflected in the model (i.e. Loaders/Unloaders working at the receiving dock) 17

18 Where Innovation Is Tradition Route Input Analysis Mapped all of the routes to specific areas within our system Routes obtained from MTC Pallet Move Summary Report for February 7-12, 2011 Obtained route time and distance for all relevant routes from client Client provided estimated max, min, and mean routes times for a triangular distribution Client recommended this approach because of “bad” MTC data Used route times, distances, and helper assignments to determine velocities of each helper for model input 18

19 Where Innovation Is Tradition Arrival Processes Input Analysis Obtained arrival timestamp summaries for components of the system from MTC Rack Sunday Packaging and Daily Insert raw ads SLS 1-6 & Collators 1-4 finished pallets Empty Run of Press jackets Rack finished Sunday Packaging Used Arena’s Input Analyzer to determine distributions on the arrival processes for the components based on timestamps Distributions broken down by shift/day and machine Exponential inter-arrival times Poisson arrival process 19

20 Where Innovation Is Tradition Output Analysis Output analysis was conducted as a demonstration of how the model could be used to inform decisions Primary deliverable was usable decision tool going forward Technical session and model instructions ensured client understanding of the model functionality Compared base schedule and suggested schedule Utilization: Percentage of workers busy at any given time Helper Moves: Moves per helper-hour Total Production: Total weekly moves Sensitivity analysis on arrival processes and helper velocities confirmed results 20

21 Where Innovation Is Tradition Base Schedule 21 165 total shifts over a 5-day week 6,500 total helper moves 20% utilization 6 moves per helper-hour

22 Where Innovation Is Tradition Suggested Schedule 22 75 total shifts over a 5-day week 90 less than base 6,500 total helper moves Same as base 40% utilization Double base 12 moves per helper-hour Double base

23 Where Innovation Is Tradition Future Work Build an Excel-based automation of the input data Develop animation capabilities to help visualize the processes internal to the model Enhance the output analysis capabilities to capture more specific details about the statistics of the model Continue to flesh out big assumptions within the model (e.g. machine processing recipes) Build a simulation-based optimization engine around the model Production target goals Schedule variables 23

24 Where Innovation Is Tradition Acknowledgements Washington Post  Mr. Kent Renk  Mr. Bill Thompson GMU Team I’m PRO WasP  Justine Blaho  Catalina Gomolka  Ryan Graziano  Laura Rodriguez Lopez 24

25 Where Innovation Is Tradition Questions? 25 - Remove DVM and schedule chart - Reduced slides on Input Analyzer - Remove a portion of "future works" - On slide 5 ( object and need), remove "life dynamic simulation", instead mention it's a baseline simulation model that allows the customer to play with. - in Technical Approach section slide 8, rewords the four phrases and make them active ( a verb + a noun) - on slide 16, modify the sentence "z-loaders go to least busy" - on slide 17, modify "develop" to "developed" - mention somewhere in the tech secion on the slides, that the custmer accept the model after we did a client-side tech review session. - remove evaluation page - add more details on the output analysis sections - add content on optimizing the model, make it clear optimizing the model is NOT in the sense of "LP", call it "improved model" or "modified model" instead, and eleborate why it's an improved model ( save on labor cost, etc.) - Add sensitivity analysis section to talk about assumptions that we are less sure of, run the model with different distributions, verify the assumptions may not be correct. mention that we provided the customer a tool which need continuing effots to improve - Tim and Tom coordinate with each other so that the produciton process will not be repeated twice


Download ppt "Where Innovation Is Tradition Project #3: Production Cost Savings at Washington Post SYST 798/OR 680 Final Presentation 6 May 2011 Team Power Wash Post."

Similar presentations


Ads by Google