Wegmans Batch Prep Project
System Design Review
January 15 2010
Steve Crane
Emil Kostraba
Adam Merah
Josh Monsees
Stephanie Walter
Team Expectations
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Learn if Customer Needs are being met
Discuss potential improvement ideas
Receive input on ideas and project status
Confirm coherence between all involved
parties to create the best end product
Agenda
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Review Mission Statement
Project Goals
Update Audience on Project Status
Discuss Customer Needs/ Ideas from teams
point of view
• Discuss Assumptions and Risk Assessment
• Project Timeline
• Questions and Discussion
Mission Statement
• The batch/prep process currently takes
place in the Central Kitchen and is where
the ingredients for soups and sauces are
batched and prepped for cooking.
Currently there are Ergonomic and Safety
concerns, along capacity constraints that
exist and Wegmans has no room to
expand the current facility.
Project Goals
• Analyze and make necessary improvements to
ergonomic issues to meet OSHA
recommended levels
• Develop Rate of Expectancy (RE) in lbs/hour
for each product to assist in scheduling needs
• Develop standard work procedures
• Develop a layout to facilitate standard work
procedures
Project Status
• Current process has been evaluated
• Problem areas broken down into four Groups
– Safety and Ergonomics
– People Travel & Work Area Organization
– Batch Card and Labeling
– Miscellaneous
• Risk assessment has been performed
Safety and Ergonomics Needs
Safety/Ergonomics
Cut hazards
Use correct knives for the job
Purchase cut free gloves, have them
available around the room
Knives left out after use
Need specified location
Shelving
Very awkward lifting/twisting motion when
pouring heavy bins
Pouring apparatus
Note on batch cards weight of item in
storage so employees know beforehand
Fill cooking wine on ground and then lift it on to
cart
Use adjustable carts so items do not need
to be lifted longer than necessary
Fill buckets on cart
Note on batch cards weight of item in
storage so employees know beforehand
Batch employees running fork truck and are not as
skilled
Schedule fork truck drivers to arrive
when batch employees need them
Train an early morning employee to drive
the fork truck correctly
Can opener in sink and was flooded in water when
we observed
Have a home for the can opener near an
outlet, away from water
Team Rank Feasibility Total Score
9
9
81
9
9
81
9
9
81
9
9
81
9
9
81
9
9
81
Tool Proposal
People Travel & Work Area Organization
Work Area Org/People Travel
Layout is inefficient, changes
frequently
Team
Rank
Feasibility Total Score
9
9
81
9
9
81
9
9
81
Standardize layout
Design a flow friendly area
Items (bins/utensils) are stored
everywhere
Find storage area within the
batching room
Have utensils at work tables for
use
Individually dump containers
Have pouring apparatus that can
hold container while employee
works on other items
Spaghetti Diagram
Batch Card and labeling
Batch Card/ Labels
Needs standardized volume/weight measurement
Team Rank Feasibility Total Score
9
9
81
9
9
81
9
9
81
Should match the units in storage
Monitoring inventory will allow this
Hand Write labels
Label printer
Standardized label
All black and white, missing chances to add
information
Color code batch ingredients by weight of
item in inventory
How much people can lift?
Under 50 years old
Over 50 years old
Occasional
Lift
Frequent
Lift
Occasional
Lift
Frequent
Lift
Men
68 lbs
47 lbs
54 lbs
31 lbs
Women
41 lbs
29 lbs
32 lbs
22 lbs
Weights that people find “acceptable”
From Paul Hickey, Wegmans Safety Engineer/Ergonomist
Risk Analysis
Risks
Description of Risk
Team as a hazard
Possible Causes
The team on the floor creates congestion
and possible obstructions to work
Efforts do not improve or aid the process in
any way
Some aspects of the room cannot be
changed
Probabi
Severity Total
lity
(1/3/9) Risk
(1/3/9)
Contingency
3
9
27 Only two (2) team members allowed on the floor at a time
1
9
9
Allow time to track improvements and adjust as needed
9
1
9
Work around any obstruction, team is aware structural aspects
are fixed
Someone is hurt before we are able to make
changes to increase their safety
9
3
27
Ergonomics is primary deliverable, as well as auditing for
severe and impending hazards
Our presence and changes create confusion
and are a hindrance to the work day
3
3
Changing their ways People may not be open to change
9
1
No standard process No standard process can be created
3
9
ROI based budget
9
3
9
1
9
1
9
3
1
9
Failing to improve
process
Ability to change
facilities
Injury hazards
before
improvements
Creating confusion
Process confusion
Complicating
process
Inaccurate data
Unable to collect
data
Improvements may not be justifiable
Implementation of our ideas is not
understood
Over analysis and or perception by
employees
From our presence or changes the gathered
data is inaccurate
Upstream or downstream backups or errors
Two (2) team members in unobtrusive locations, related
personnel are notified and introduced to the team
Test and observe new improvements and talk with personnel,
9
with out management, for feedback
Proper personnel selection for the job and as well as
27
recognition of limitations
ROI percentage and payback period are defined, will refine
27
design if greater than threshold
Explain and relate the process to the personnel and confusion
9
will ease once the process is understood and documented
If feedback does not support the new process and positive
9
changes cannot be implemented, then revert to old process
Bi-Weekly meeting with Wegmans to cross examine data and
27
project status
Work on other unimpeded tasks, redefine timeline and
9
deliverables to work around schedule if needed
9
Project Time line
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Final Design Selection January 15-February 12
Final Design Review on February 12
Order Required Materials by February 19
Build and Begin Implementation March 8 –
April 23
• Re-evaluate Changes and Improvements April
16 – May 14
Urgent Issues
• Cut Proof Gloves
– 2 incidents in past year
– Probability one will happen during project is very
high
• Suggestion Box
– Allow employees to record issues and ideas while
team is not at Wegmans
Questions???