WEGMANS 2009-2010 PROJECTS
Matt Syska, Industrial & Systems Engineering
Andreana Crance, Industrial & Systems Engineering
WEGMANS 2009-2010 PROJECT DOWN-SELECT


Wegmans would like to sponsor 4 projects for AY20092010
Project readiness packages have been completed for
Cheesecake Pan Process Improvement and Ergonomics
and Design of Tumbler Transport
DPM FINAL PROJECT PRESENTATION
P10711 – WEGMANS - ERGONOMICS AND
DESIGN OF TUMBLER TRANSPORT
Matt Syska, Industrial & Systems Engineering
PROJECT INFORMATION









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
MISSION STATEMENT
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
WEGMANS CULINARY INNOVATION CENTER
$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
CURRENT PROCESS
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
AFFINITY DIAGRAM –
RAW DATA FROM CUSTOMERS AND STAKEHOLDERS
Lean
No Standardization
Safety
Ergonomics
Concerns
Material
Handling
Transport of raw
materials
Layout Design
Worker
Relations
Sanitary
Requirements
New Equipment
More efficient set
ups
Strict handling
standards
Cost effective
Manual process
operation
improvements
Easily cleaned
High Volume, High
Mix of products
Noise Issues
Mixing
Loading/Unloading
Procedures
Preventative
Procedures
Messy
Process
Improvement
Must meet health
code
Tumbler outpaces
packaging
machine
Pinch Problems
Splashing
Problems
Labor Effeciency
Savings
Food Safety
Changeover
Problems
Back Injuries
2000 lbs loads
Ease of Use
Eye Protection
Environmentally
friendly
OBJECTIVE TREE –
WHY DOES THE CUSTOMER NEED THIS PRODUCT?
This Product or
Process
Needs to …
Lean Processes
Improve
Loading/Unloading
Procedures
Balance the Line
Safety/Sanitation
Proper utilization of
resources
Ensure safety of
workers
Material Handling
Handle variety of
materials
Make product
movement less
messy
Stop problems
before they occur
Ensure Safety of
Food
Layout
Stop splashing
from occurring
Efficiently use
limited amount of
space
Enable further
expansion
Cost effective
changes
FUNCTION TREE –
WHAT DOES THIS PRODUCT NEED TO DO?
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
Safety
Perform to the
bottleneck
Reduce risk of long term
ergonomic injuries by
50%
Material Handing
Be flexible in design to
accommodate 30
different products
Eliminate need to wipe
packaging area to
prevent leakers
Be proactive in solving
safety problems – report
any issues
Meet strict food safety
standards
Layout
Prevent splashing from
occurring during
transport
Improve flow of goods
and people
Create an intuitive and
standardized layout
Be cost effective
HOUSE OF QUALITY
TARGET SPECIFICATIONS
Metric #
Metric
Importance
Units
Measure of Success
1
Transport Time
1
Minutes/Seconds
Reduce by 25%
2
Ergonomic Risk
1
NIOSH Lifting Index /
Snook Maximum
Acceptable Weight
Reduce by 50%
3
Employee Utilization
1
% Value Added Labor
Improve by 35%
4
Equipment Utilization
2
% Utilization
Improve by 10%
5
Product Yield
2
% of product without
defects
Improve by 10%
6
Wegmans Return on
Investment
1
$
ROI in 3-5 years
STAFFING REQUIREMENTS
Name
Discipline
Role / Skills
Prof. John Kaemmerlen
Industrial & Systems
Engineering Professor
Faculty Guide, Will work closely with the team on an ongoing basis to facilitate success.
Phil Bryan
Product Development Expert
Technical Consultant/TA, Will provide discipline technical
support on an intermittent basis.
Matthew Syska
IE
Project 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 Student
IE
Will 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 Student
IE
Ergonomics expert. Will analyze the workspace and
recommend changes. These recommendations will be
incorporated into the entire design.
TBD Student
ME
Will 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 Student
ME
Will 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.
INTELLECTUAL PROPERTY CONSIDERATIONS


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.
PRELIMINARY WORK BREAKDOWN STRUCTURE
Person
Week 0 -> 1 Tasks
Week 1->2 Tasks
Week 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
ME
Get 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
ME
Get 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
REQUIRED RESOURCES
Name
Source
Description
Available
People
Prof. John Kaemmerlen
RIT
Faculty Guide
Yes
Phil Bryan
RIT
Technical Consultant
Yes
Scott Young
Wegmans
Manufacturing Engineering
Manager
Yes
Chris Isaacson
Wegmans
Industrial Engineer
Yes
Wegmans CIC Team Leaders
Wegmans
CIC Team Leaders
Yes
Wegmans CIC Team
Members
Wegmans
CIC Team Members
Yes
Environment
Access to Wegmans CIC
Wegmans
Where project will be
completed
Yes
Senior Design Center
RIT
Group Meetings / Project
Space
Yes
Equipment
IE/ME Computer Labs
RIT
Design Work
Yes
KGCOE Manual Machine
Shop
RIT
Fabrication
Yes
Brinkman Lab
RIT
Fabrication
Yes
RISK ASSESSMENT
Description of Risk Possible
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
H
M
M
Other 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
L
H
M
Other 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
M
M
M
Always have a backup plan when ordering
less common items.
Catastrophic
failure of design
near end of term
Completion of
project in jeopardy
L
H
L
Have well document designs so things can
be remade
CIC employees
resist change
Cannot implement
solutions
H
M
M
Make 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
L
M
L
Team 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
L
H
M
Finish up project in “as-is” state, possible
finish up without any purchasing.
QUESTIONS?
P10712 – CHEESECAKE PROCESS
IMPROVEMENT
Andreana Crance - IE
Wegmans – Cheesecake Process Improvement
PLANNING STAGE
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.
MISSION STATEMENT
Goal:
•Reduce
cycle time
•Reduce movement distance
•Increase throughput to meet market
demand
•Enable more automated work
PROJECT RELEVANCE

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
STAFFING REQUIREMENTS
Name
Discipline
Role/Skills
Professor John
Kaemmerlen
IE
Faculty Guide, Will work closely with the team on an ongoing basis to facilitate success. His background is in
LEAN manufacturing and will continually aid the team in
thinking with LEAN processes.
Phil Bryan
ME
Faculty 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
IE
Project 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.
Name
Discipline
Role/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.
PRELIMINARY WORK BREAKDOWN
STRUCTURE
Person
Week 0 > 1 Tasks
Week 1 > 2 Tasks
Week 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
•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
REQUIRED RESOURCES
People
Environment
Equiptment
Professor John
Kaemmerlen –
Faculty Guide
Swipe Access
to Wegmans
Bakery Facility
Factory CAD
Software
Scott Young –
Wegmans –
Customer
Senior Design
Lab Space
Machining
Equiptment
Chris Isaacson
– Wegmans –
IE Main POC
Access to ME
and IE Labs
Phil Bryan – J
& J – Technical
Lead
Access to
Manufacturing
Lab
* Project Budget not set due to the nature of the project (process improvement) – but budget
set for design work must be justified.
Wegmans – Cheesecake Process Improvement
CONCEPT DEVELOPMENT
AFFINITY DIAGRAM
Material
Handling
Worker
Relations
Health
Requirements
New
procedure
Easier
process
Easy to clean
Customizable
Solution
Storage
Utilization
Less manual
processes
New
crumbing
equiptment
Small space
to work with
Overall
process
improvement
Worker Safety
Cost effective
Efficient use
of time
Lean
Safety
Worker
Effeciency
Ergonomics
Storage
issues
Standard
Work for
employees
Current
“messy”
process
Pans stored
everywhere
Standard
Process
Standardized
Product
Storage
Issues
Bottleneck (&
resource)
usage
Scalable
(growth)
Tunnel Oven
Issues
Increase
throughput
Decrease
time tunnel
oven is idle
Easily
replaceable
solution
Layout Design
Reduce
overall procss
time
OBJECTIVE TREE
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.
Improve
Cheesecake
Making Process
Lean Processes
Storage issues
associated with
pans
Safety
Low utilization of
bottleneck
Low worker
efficiency
No standard
work
Ergonomic
concerns of
employees
Hazards due to
storage issues
Worker Relations
Long overall
process time
Not an intuitive
process
Very manual
process
Create standard
product
Layout
Material
Handling
Long crumbing
process
Low throughput
of process
Heavy training
for new
employees
Not effecienct
Not cost effective
FUNCTION TREE
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.
Function Tree –
Cheesecake
Process
Improvement
Lean Processes
Reduce max #
employees by 3
employees
Create standard
work instructions
Safety
Reduce # of pans
by 30%*
Worker Relations
Design tool to aid
crumbing task
Design a more
intuitive process
Design out 80% of
employee
ergonomic
concerns**
Utilize bottleneck to
80% of it’s full
capacity
Layout
Create a more
efficient workflow
Reduce process
time and
movement by 25%
***
HOUSE OF QUALITY
TARGET SPECIFICATIONS (STEP 1)
Metric
Metric
Number
Importance
Units
1
Average botleneck utilization
1
% per year
2
# of injuries
1
Number per year
3
Material travel distance
1
Feet
4
Average throughput of process
2
Average product per year
5
Floor space occupied
1
Square feet
6
Yield
2
Product per year
7
# employees on crumbing task
1
Employees
8
New employee training
3
Hours per year
This is a great way to measure the success of the project!!!
RISK ASSESSMENT
SO … HOW WILL WE KNOW IF WE’RE SUCESSFUL?


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
QUESTIONS?