1. Systems Design Review Nathan Arrowsmith, Samantha Reinhart, Rachel Short, Yelena Tuzikova

2. Agenda Problem Statement Updated Customer Requirements Update Engineering Requirements House of Quality Functional Decomposition Systems Architecture Benchmarking Concept Generation Concept Selection Feasibility Analysis First Cut Test Plan Risk Assessment Project Plan

3. Problem Statement Current State -Current system does not properly account for overflow -Lack of visual management for components Desired State -Optimal component levels in cell -Clear presentation of materials -Mitigate inventory errors Goals -Improve material flow -Implement visual cues -Utilize optimal space to store parts Deliverables -Plan For Every Part (PFEP) -Before and after diagrams -Repeatable plan and implementation process Constraints -Available horizontal space - DBS practices

4. Customer Requirements Customer Requirement Number ImportanceDescription CR19Create a process and set of tools that can be applied plant-wide CR29Reduce or maintain floor space utilization CR33No Kanban cards turned in early or late. CR43Ensure part location and quantities are known and managed CR53Reduce frequency of expedited parts CR69Reduce frequency and severity of inventory count errors on production and delivery CR79Material Location Layout Plan

5. Engineering Requirements

6. House of Quality

7. Functional Decomposition

8. Systems Architecture

9. Benchmarking ParametersSpecifications Visual Management: Time to Understand Current State< 30 Seconds Lost or Unaccounted for Parts0 Parts Usage VolumeHigh Usage Closer to POU Storage0% Horizontal Expansion Reorder / Restock points0 Stock Outs Component LevelsVary; Supporting Calculations (Kanban) EscalationDetailed ORG chart

10. Concept Generation - Morph Table

11. Concept Selection S, +, -Alternatives Considered Criteria Arrange by Part Family with Flow Racks Arrange by Kits Arrange by Part Number with Bins Arrange by Assembly Sequence with Bins Arrange by Materials Used at Each Machine Ease of AdaptabilityS-+-- Mitigate Inventory ErrorsS-+-- Reduce or Conserve SpaceS+-++ Ease of ImplementationS-+-- Minimal Impact on Employee UtilizationS--++ Simple Instructions for ProcessS-+++ Plan for OverstockS--+- Easily UnderstoodS-+++ Total (+)S1554 Total (-)S7334

12. Concept Selection S, +, -Alternatives Considered Criteria Arrange by Part Family with Flow Racks Arrange by Kits Arrange by Part Number with Bins Arrange by Assembly Sequence with Bins Arrange by Materials Used at Each Machine Ease of Adaptability+-+-S Mitigate Inventory Errors+-+0S Reduce or Conserve Space-+--S Ease of Implementation+-+-S Minimal Impact on Employee Utilization----S Simple Instructions for Process---0S Plan for Overstock+--+S Easily Understood--00S Total (+)4131S Total (-)4744S

13. Potential Issues Regarding Top Two Concepts Arrange by MachineArrange by Assembly Sequence Not enough space at locationNot enough "work space" No room for overstockContinuity of assembly sequence How to arrange at each machineWhere to put infrequently used items Mobility of machinesHow to arrange different sized parts Where to put infrequently used items How to arrange different sized parts

14. Feasibility Analysis QuestionAssumptionsSolution How much space is available for storage inside of the cell? Assume that there is little flexibility in machine and table locations. Use current state measurements to calculate total volume. How much space will dedicated overstock require? How about flexible space? Assume perfect ordering system and lead times. Assume that we have access to other means of storage as needed(bins, racks). Use analysis to calculate volume and floor space from current state measurements. What will implementation cost? (cost of new racks, new trays, labeling materials, cost to move machines) Assume that we want to minimize cost and the overall budget is minimal. Compare draft future state to current state and get price estimates for the changes that we plan to implement. Is there a change in the cell operator efficiency due to our process? Assume there are no other external factors influencing operator efficiency that have changed. Compare before and after production efficiency for a specific job. Analyze whether our layout changes influence a process change in the operator.

15. First Cut Test Plan ●Team discussed running an experiment o How long does it take to find parts o Test different arrangements o Ensure accuracy ●No foreseen issues regarding testing engineering requirements

16. Risk Assessment IDRisk ItemEffectCauseLikelihoodSeverityImportanceAction to Minimize Risk 1Employee ResistanceFailure to implement completelyInefficient training339Multiple training sessions with feedback 2Strict component order quantities Need to find storage for excess components ordered Standard business practices313 Plan to utilize special areas for exceptions, kits or excess components 3Incorrect metricsInfeasible or ineffective goalMetric not quantified accurately133Define customer metrics early and get approval 4Missing exceptions in current statePlan for future state is incompleteIncomplete current state224Present current state to customer 5Insufficient space for solution Full layout plan may need to be rearranged Incorrect layout calculations236 Calculate space requirements early, include an amount of “buffer” space for exceptions 7Communication breakdownSlows down all progressMiss deadlines133 One person responsible for communication with customer, milestones 8Client’s scope does not match team’s scopeFail the class, fail to satisfy client No agreement on scope, poor communication 236Confirm expectations, milestones, 9Process is not repeatable cell-to-cellFailure to satisfy client’s needs Improper explanation, lack of documentation, lack of training 236Test repeatability early 10Missed deliverablesDelay project completion, lower grade Lack of communication133Confirm expectations early

17. Risk Assessment IDRisk ItemEffectCauseLikelihoodSeverityImportanceAction to Minimize Risk 11Severely effect long term production Qualitrol has to remedy negative production effects Improper plan236 Confirm calculations before implementing; get operator feedback on feasibility of calculation results. 12Affect short term production Operator is not able to meet production rate Not planning for implementation122Involve operator in implementation 13Training is inefficientChanges may not be usedTraining is not appropriate for trainee313Get training plan approved by management 14 Operator is absent unexpectedly/ permanently gone Current state is not correct/ not complete Unexpected occurrence111Request notification of absences 15 Point of contact (Jim, Jen) unavailable for extended period of time Must go on with project alone Lack of involvement and investment in mgmt. 224 Talk to management on what we should do if this happens. What are the backups 16 Implementations cause issues with other cells in plant Take time out of project to fix other issues – lack of approval from workers Don’t fully realize big picture outside 922A212 After design, before implementation, discuss with management and get feedback on impact for other cells. 17Member of the team has to leave groupMore work spread out across groupPersonal Issues111 Spread out work across group and understand each person’s role. 18Other workers in cell do not approve of changes Backlash causes implementations to not be used appropriately Changes not appropriate111Engage with cell associates

18. Project Plan