July 21, 2003
Robert Volk

• Proposal Goals
• Proposal
• Problem Statement
• Measures
• Objectives
• Deliverables
• Alternatives
• Project Approach
• Project Plan
• MSETM Tools

• To consolidate the Trane Macon Commercial Self
Contained (CSC) and Compressor Products (CP) buildings into one building.
• This consolidated facility would house all product assembly lines (currently one in CSC and one in
CP), all sub-assembly lines, and the material warehouse space that is currently being occupied in both buildings.

• Products are being manufactured in two separate buildinigs using similar processes and equipment.
• Two separate materials warehouses
• 2x the space
• Higher annual operating cost per sq. ft in the CSC building
– CSC = $8.33 / sq. ft
– CP = $3.52 / sq. ft

• 11% reduction in production area for the business
• Productivity Improvement in the hours per unit for each product line.
– CSC = 147 hours per unit baseline
– CP = 110 hours per unit baseline

•Benefits
–
Elimination of CSC Building Annual Lease = $220,500
– Elimination of CSC Building Taxes and Insurance = $49,500
– Elimination of CSC Building Variable Costs = $80,000
–
Elimination of Inter-Building Trucking = $123,000
– Production Technician Reduction (15) = $525,000
– Material Warehouse Technician Reduction (4) = $140,000
– Production Leader Reduction (1) = $50,000
–
Manufacturing Engineer Reduction (1) = $75,000
–
Maintenance Technician Reduction (2) = $70,000
–
Total Benefits = $1,333,000
•Costs
–
Production Line Move = $175,000
– Facility Upgrades = $598,000
– New Equipment = $205,000
Benefit/Cost Ratio =
$1,333,000/$1,128,000 =
–
Total Manpower Resource = $150,000
– Total Costs = $ 1,128,000
1.18 > 1.0, Project is attractive


Consolidate the CP and CSC Buildings into one building

Maximize the utilization of floor space.

Standardize similar processes and promote best practices.

Determine the most cost effective manner of handling the Lease Agreement of the CSC building.
(Note: A need for warehousing space has been identified in the American Standard organization. In addition, a current vendor has shown interest in occupying the space. The confidence level is extremely high that one or both of these scenarios will occur. The lease will be removed or offset in the Trane Macon financials)

Reduction of Manpower and Support requirements for the Production, Materials, and
Operations departments.

20% Production Technicians

20% Materials Technicians

33% Operations Management

25% Manufacturing Engineering

33% Maintenance Technicians

Create the Building Strategy of the CP.


Building Strategy.

Improvement results of the consolidation.

Financial Analysis justification.

Marketing Plan that will convey the benefits of this project to our customers and how we will be better positioned to meet their requirements.

Control Plan for maintaining the integrity of the changes from the project after the initial implementation.

• No Production or Materials Warehouse Redesign -
Lift and Place current CSC line and materials warehouse into CP
• Materials Warehouse Consolidation Only -
Production line design to remain the same
• Production Line and Materials Warehouse
Consolidation and Redesign


Project Champions

Plant Manager

Six Sigma Methodology

DMAIC

Alternative Selection through the use of a ranking matrix using the following criteria for selection:

Compliance to customer requirements.

Reduction in resources.

Benefit-Cost Ratio.

Resources required for implementation.


Milestones
– Proposal/Define Phase – July 22, 2003
– Measure Phase, Facility Upgrades to start– July 25,
2003
– Analyze Phase to start – September 2, 2003
– Improvement Phase to start – September 22, 2003
– Control Phase to start – October 20, 2003
– Project Completion – November 14, 2003
– Capstone Project Completed– December 5, 2003

Drivers

Productivity

Elimination of unused floor space

Cost Reduction

Consistent use of MSETM tools throughout the course of the project
Objectives

Manpower Reduction

Maximized space utilization

Building Strategy

Six Sigma

Meeting Customer Needs
Schedule

Start Project: July 2003

Complete Project: November 2003
Results

$1,333,000 annualized Cost Savings

Consolidated building housing both product lines, sub-assy’s and materials warehouses

Productivity - Hours per unit reduced

Process excellence through the standardizing of best practices


Finance and Advanced Capital Investment
Analysis

Marketing Management

Management of Technology and Innovation

Performance Management

Planning and Managing Technology
Implementation

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