RIT SYSTEM DESIGN REVIEW. Project October 22, 2010 Anel Alsenova (IE) Diego Guzman Valle (IE) Igor Babushkin (ME) Matthew Koppey (ME)

Transcription

1 RIT SYSTEM DESIGN REVIEW Project 7 October, 00 Anel Alsenova (IE) Diego Guzman Valle (IE) Igor Babushkin (ME) Matthew Koppey (ME)

2 Agenda Team Expectations of System Design Review Project Overview Concept Design Risk Analysis Next Steps

3 Team Expectations of System Design Review Review logic of the analysis Confirm design meets customer needs Improve overall analysis based on feedback and discussion Adjust risk assessment based on new information

4 Scope Project Overview The team is committed to the analysis and improvement of the flow of materials in the distribution center, and creating standard kitting processes for the pipe assembly, including the material handling devices that aid the kit handling. Objectives Understanding of the current material flow and proposal of a future improved flow. Organizing the layout of the distribution center according to the proposed flow. Standardizing the pipe kitting process. Assessment of material handling device to support the proposed kitting process. Implementation of suggested and approved recommendations. Deliverables Present to the client at the end of the period a formal report documenting the recommended improvements. Provide the client with all documentations associated with the analysis of recommended improvements. If time permits: implement the suggested recommendations, approved by the clients, and define future review checkpoints for implemented changes. At the end of the team s involvement, assign ownership of the project to a Dresser Rand member to ensure continuous improvement.

5 Customer Needs Customer Need Description Rank CN All solutions must meet the safety regulations CN Efficient kitting process CN Speed up the kitting process CN Standard kitting processes for Oracle CN Efficient and safe transportation of the kits CN6 Efficient material flow in the DC CN7 Ensure on-time delivery CN8 Stage of material is easy to track CN9 Track time to receive CN0 Track time to stock CN Easy to Implement CN Easy to sustain CN Minimize footprint CN Cost (regarding program implemented, not overall savings) CN Optimize space utilization CN6 Provide logical storage structure CN7 Performance easy to track CN8 Flexibility (Adaptability of program implemented)

6 Specifications Customer Need Specification Units Marginal Value Ideal value CN, CN6, CN7 Minimize number of touches/steps in the current process # touches '9- Further analysis CN, CN, CN, CN Minimize the walking and decrease the walking path. distance (ft) Based on the path Further analysis CN, CN8, CN, CN Create standard work procedures Boolean (Y/N) yes yes CN, CN, CN6, CN8 Ergonomic and organized kit carts will improve efficiency of the process Boolean (Y/N) yes yes CN7, CN9, CN0, CN, CN, CN7 Metrics collection: cycle time (timesheets) Time (hours) More data collection Further analysis

7 System Level Diagram

8 System Level Diagram

9 Flow Process Map

10 Flow Process Paths No inspection is Inspection is Physical inspection is

11 Current State 6 Receiving station Receiving office Inspection office Inspection station Move to stock area Racks View of D.C. No inspection is Inspection is Physical inspection is 6

12 Current State (Parts vs. Paperwork) 6 Receiving station Receiving office Inspection office Inspection station Move to stock area Racks View of D.C. 6 Paperwork movement Parts movement

13 Additional person for receiving stationed at the inspection office View of D.C. Receiving station Receiving/Inspection office Inspection station Move to stock area Racks No inspection is Inspection is Physical inspection is

14 Additional person for receiving stationed at the inspection office (Parts vs. Paperwork) View of D.C. Receiving station Receiving/Inspection office Inspection station Move to stock area Racks Paperwork movement Parts movement

15 Removal of the quality office View of D.C. Receiving station Receiving/Inspection office Inspection station Move to stock area Racks No inspection is Inspection is Physical inspection is

16 Removal of the quality office (Parts vs. Paperwork) View of D.C. Receiving station Receiving/Inspection office Inspection station Move to stock area Racks Paperwork movement Parts movement

17 Switching quality inspection with move-to-stock View of D.C. Receiving station Receiving office Inspection office Inspection station Move to stock area 6 Racks 6 No inspection is Inspection is Physical inspection is

18 Switching quality inspection with move-to-stock (Parts vs. Paperwork) View of D.C. Receiving station Receiving office Inspection office Inspection station Move to stock area 6 Racks 6 Paperwork movement Parts movement

19 Switching quality inspection with move-to-stock with additional person for receiving stationed at the inspection office View of D.C. 6 Receiving station Receiving/Inspection office Inspection station Move to stock area Racks No inspection is Inspection is Physical inspection is 6

20 Switching quality inspection with move-to-stock with additional person for receiving stationed at the inspection office (Parts vs. Paperwork) View of D.C. 6 Receiving station Receiving/Inspection office Inspection station Move to stock area Racks 6 Paperwork movement Parts movement

21 Relocation of the quality office 6 Receiving station Receiving office Inspection office Inspection station Move to stock area Racks View of D.C. No inspection is Inspection is Physical inspection is 6

22 Relocation of the quality office (Parts vs. Paperwork) 6 Receiving station Receiving office Inspection office Inspection station Move to stock area Racks View of D.C. 6 Paperwork movement Parts movement

23 Removal of the quality office and switching quality inspection with Move-to-Stock Receiving station Receiving/Inspection office Inspection station Move to stock area Racks View of D.C. No inspection is Inspection is Physical inspection is

24 Removal of the quality office and switching quality inspection with Move-to-Stock (Parts vs. Paperwork) Receiving station Receiving/Inspection office Inspection station Move to stock area Racks View of D.C. Paperwork movement Parts movement

25 Removal of the Move-to-Stock Receiving station Receiving office Inspection office Inspection station Racks View of D.C. No inspection is Inspection is Physical inspection is

26 Removal of the Move-to-Stock (Parts vs. Paperwork) Receiving station Receiving office Inspection office Inspection station Racks View of D.C. Paperwork movement Parts movement

27 Removal of the quality office and Removal of the Move-to-Stock View of D.C. Receiving station Receiving/Inspection office Inspection station Racks No inspection is Inspection is Physical inspection is

28 Removal of the quality office and Removal of the Move-to-Stock (Parts vs. Paperwork) View of D.C. Receiving station Receiving/Inspection office Inspection station Racks Paperwork movement Parts movement

29 Flow Concept Selection Criteria W/. Quality Office Without Quality Office With Second Person Alternative location to Quality Office Switch Quality Inspection with Move-to-Stock Switch Quality Inspection with Move-to-Stock and Add Second Person Without Quality Office and with Quality Inspection with Move-to-Stock Removal of the Move-to-Stock Without Quality Office and Removal of the Move-to-Stock Cost No Additional resources Min = - = = - = = = Footprint + + = No. of Stations + = = = Easy to Datum Implement Aesthetics / Visibility + = Acceptability of Design (by workers) - + = Extra Space + = = Overall =

30 Cart Assessment Criteria Layered pipe carts Ring skids Regular pallets Bundle carts Rotor Carts Organization = - - n/a n/a Ease-of-use = Robustness + = = + - Ergonomics = Capacity + = = n/a n/a Cost Storage (while not in use) = + + = = Overall Redesign feasibility No Yes Yes No Yes

31 Cart Concept Selection Criteria Folding Bulk Containers Ring skids Customized skid TECHSTAR Bulk Container Organization = + = Ease-of-use + + = Robustness + + = Ergonomics = = = Capacity + Datum = + Cost Lid Off the shelf Storage (while not in use) Overall + = + +

32 Cart Options 8xx $9 8x0x $79 Lid $60 x8x0 : $0(w/ lid)

33 Potential Design of Kit Cart

34 Current Kitting Process Flow

35 Risk Analysis Risk Item Cause Effect Probability Severity Importance Action to Minimize Risk Depends on weather. Make Team is not able to travel to D- Inclement weather, Vehicle Work from RIT. Delays in sure vehicle is in working 9 7 R Breakdowns project plan timelines condition prior to the travel day. Team member is unable to attend the weekly visit. Team member drops MSD Personal Issues, Sickness. Ambiguity in the project. Other commitments. Less manpower during DR visits. Increased work load on remaining group members. 9 9 Commitment to team rules. Keep project high priority Commitment to team rules. Keep project high priority. Change in BOM DR's customers' needs change Change in kit structure 9 Up to customers' needs. Missing parts in BOM Counter-measures do not improve the flow Workers do not follow standard work Oracle not showing correct parts Incomplete kits on assembly floor 9 7 Prepare a troubleshoot plan to mitigate the risk. Incorrect metrics No improvements in the flow 9 7 Have collected data reviewed No acceptance from workers No improvements in the flow 9 9 Incorrect assumption No improvements in the flow 9 7 Old habits No improvements in the flow 9 9 Communicate with workers about future changes Review assumptions with professionals Communicate with workers about future changes Unclear Instructions No improvements in the flow 9 9 Perform a third party review Changes in work procedures New rules with Oracle Change in scope 9 9 Problems prototyping/building a custom designed kit contatiner Time to procure materials takes longer than expected Funding approval takes longer than expected Funding not approved Materials received but lost Imperfect design specs Increased cost to manufacture, time line gets extended 9 9 Items on backorder Time line pushed back 9 9 Bureaucracy Time line pushed back 9 7 Bureaucracy Receivers don't recognize RIT student names on shipments Portions of project cannot happen Time wasted trying to track down materials Understand Oracle implementations. Account for change by preparing for previous experienced problems. Specs reviewed several times by different parties Make sure items available before order is placed Keep in contact with approval personnel for status updates Make an extra persuasive argument as to benefits Give notice to receivers that materials will be arriving for us ahead of time

36 Project Plan

37 Next Steps Process the feedback Final concept selection Look toward implementations Continue data collection