Process Innovation Track R10002

1. Process Innovation TrackR10002 Eric Albanese Helen Jervey BarretZeinfeld Josh Monsees Faculty Guide: Professor Kaemmerlen

2. What is Process Engineering? • Implementation of significantly better production method or process • Develop better processes, quicker and more efficiently • Each project takes a system of the stakeholder and works to improve • Why do this? To save money and reduce costs • Done with lean engineering and process improvement • Each senior design project involves a customer wanting to increase profit, reduce cost, or make their facility safer

3. Past Process Innovation Projects

4. Past Process Innovation Projects • Parlec Automated Oiling System • 1 IE, 1 CE, 2 ME’s • Dresser Rand Compressor Stand • 2 IE’s, 3 ME’s • Dresser Rand Layout Redesign • 4 IE’s, 1 ME • Wegmans Automated Cookie Line Improvement • 2 IE’s, 2 ME’s, 2 EE’s • Wegmans Fresh Bread and Roll Scaling Area • 3 IE’s, 2 ME’s • Wegmans Commercial Roll Line Shrink Reduction • 3 IE’s, 2 ME’s • Cooper Vision Capacity Analysis • 4 IE’s • Gleason Gear Quenching • 1 IE, 3 ME’s, 2 EE’s

5. Wegmans Automated Mini-Cookie Separation System • Primary Stakeholders • Scott Young, Chris Isaacson • Problem • Profit loss due to over-packing containers • Potential annual savings of $208,000 • Requirements • Separate cookies into batches by weight • Maintain or increase throughput • Keep hand-packed look

6. Wegmans Automated Mini-Cookie Separation System • Initial Prototype • Powered conveyor • Sifter bar • Chute • Weighing System • Push bar • Final Design • Funnel system replaced sifter bar • Client approved • Budgetary concerns

7. Dresser-Rand • Problems • Overhead crane traveled over 8 weld booths with workers working below, moving thousand pound skids. • Severe potential safety risk • Process improvement activities overlooked for over 25 years leading to a hazardous and inefficient (expensive) environment • Goals of the group: • Redesigned floor layout in order to increase safety, productivity, flow and reduce waste • Reduce potential injuries or near misses ($) • Increase available floor space for additional capacity and make space available for the 8 welding booths ($) • Improve material and part flow for warehouse to reduce cycle time and decrease waste($) • Reduce unused inventory ($) • Customers • Dennis Rice, Process Innovation Director at Dresser-Rand • Team • Eric McCormick (IE), Colin Roy (IE), Matt Bonaventura (IE), Jimmy Ichihana (IE), Cody Rath (ME)

8. Dresser-Rand • Accomplishments • Redesigned weld booth to eliminate safety hazard of the overhead crane • Added new curtains exhaust fan for ventilation • Add pressure valve for safety in hydro testing • Changed control layout for more accurate operation • Improved floor space capacity by 33% • Reduced walking time by adding center lane • Moved supplies closer weld booths • Reduced setup and process time by putting rollers on weld booth • Changed design of hydro table to require only 1 worker with faster output • Inventory reduction to save space • Designed new consignment checkout procedure for faster parts ordering • Challenges • Shop floor buy in; some of experienced group didn’t understand why money was going into the facility and not their pockets. • Traveling distance; less face-to-face time • Different ideas about how to accomplish goals

9. Questions?