Transcript Final Presentation P10714 -Cooper Vision
FINAL PRESENTATION
P10714 -COOPER VISION
Aditya Manjrekar
Industrial and Systems Engineering KGCOE, RIT.
PROJECT STATUS UPDATE
Project Name Project Number Project Family Track Start Term End Term Faculty Guide Industrial Teaching Adviser Faculty Consultant Primary Customer Cooper Vision P10714 Lean Production Process Innovation 2009-1 (Fall ) for MSD1 2009-2 ( Winter) for MSD2 John Kaemmerlen (ISE) Phil Bryan Andres Carrano (ISE) Sarah Pittman, Process Improvement Manager
WHAT AM I GOING TO TALK ABOUT TODAY
1) 2) 3) 4) 5) 6) Re-visit project background and facility.
Planning Concept Development.
Targeted Specifications.
Team Requirements and Work Breakdown.
Risk Assessment.
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ABOUT COOPER VISION
Manufacturing prescription contact lenses for five decades America's second largest maker of prescription contact lenses and #1 maker of toric contact lenses for the correction of astigmatism. Extensive network of facilities in 12 countries across five continents with it’s headquarters at Fairport, NY . One of the highest level of on-time order fulfillment in the industry. Customers Include o Wal-Mart, Target and similar stores.
o o o Doctors and Pharmacies.
Large scale Distributors like 1800-Contacts.
Patients. ( Biggest Customers – teenagers and youth)
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DISTRIBUTION CENTER IN HENRIETTA
250,000 square feet The Single major Cooper-vision distribution center in the country.
Very good picking system Pick to light Pick to voice.
ADM-Automated Distribution machine.
Carousel Picking.
Totes, Boxes through conveyers , lifts and bins, Close to 400 Employees on floor and 100 staff for support.
On hand inventory for any product is never zero.
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FACILITY LAYOUT
Bulk Inventory Storage Packaging Dept.
ADM Receiving Pick to Light.
Pick to voice.
Carousel Picking Shipping White box labeling International Orders Reworking/ Returns.
PLANNING
o Mission Statement processes in use at the Cooper vision facility by suggesting lean system changes, software tools and recommending improvements to make the distribution center more efficient and to address the issues faced by the company and its employees.
. : The team aims to improve existing o o o Relevance.
o o List of suggested 62 different improvement tasks.
The customer would like to invest time and money in the MSD project to get a quality tools and tangible process improvement ideas.
Some primary needs are worked on by current MSD team and next few tasks need to be completed by future teams.
Some to be completed by Co-op students , full time employees.
CONCEPT DEVELOPMENT List of Issues
o o o o o Boxes flipping on none label on the conveyer.
Un predictable daily volume of orders.
Therefore a wave of labor flexing from receiving to shipping.
Double handling totes during peak hours.
Too many waste cardboard boxes
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ISSUES
Pick to Light/ Pick to Voice- Ergonomic Concerns.
White Box Labeling for brand customers.
ADM Replenishment flags.
Reslotting similar colored items – to reduce mistakes.
Carousel Replenishment time.
AFFINITY DIAGRAM
Order picking Efficiency •Reduce box flipping.
•Decrease double handling •Increase order picking accuracy.
•Picking labels for white boxes.
•Reduce reworking and returns of mistakes.
Replenishment •Reslotting by frequency of pick.
•Replenishment signals on ADM.
•Decrease Carousel Replenishment time.
Workforce Utilization •Determine daily requirement to reduce labor flexing wave.
•Have work force utilization close to 100% and accommodate for growth.
•Reduce Pick to light walk time and bending.
Software.
•Synchronize the ERP (Baan) and WMS (Red Prairie) Systems •Occasional glitches in Pick to voice system
OBJECTIVE TREE
FUNCTION TREE
HOUSE OF QUALITY
VOC to VOE Improve Replenishment Close gap b/w Software system and real system Orders need to be shipped earlier 3 7 We need better level of customer satisfaction Labor needs to be utilized efficiently The software matches real needs 3 8 3 3 9 9 Improve Picking system 9 7 7 8
TARGET SPECIFICATIONS
• According to the HOQ and the • • • • Probability of success Severity / Impact to customer.
Urgency according to customer Cost and time for project.
1.
2.
Concentrate on the following needs.
Reduce rework and double handling.
Reduce walk time and bending.
3.
4.
5.
Reslotting SKUs for efficient picking.
Improve White box label picking.
Synchronize ERP and WMS systems.
STAFFING REQUIREMENTS
Industrial Engineer- Project Lead Industrial Engineer – Systems Analysis • Project Management .
• Value Stream Mapping • Facilities planning • Lean initiatives for quality improvements.
Industrial Engineer- Facilities Management • Arena or other Simulation Tools.
• Data Analysis.(Excel solver) • Optimization tools.
• Ergonomics and Human Factors.
Mechanical Engineer – Mechanical Process Improvement tools.
• Facilities and Warehouse planning and design.
• Design and Analysis of Production System • AutoCAD – Factory CAD • Moving high volume objects.
• Expertise at Dynamics.
• Machine Shop Experience.
• Ready to learn more about non conventional ME tools development.
• AutoCAD and Solid works
WORK BREAKDOWN STRUCTURE .
Person Team Lead IE Student 1 IE Student 2 IE Student 3 ME Student 1 Week 0->1 Tasks Prepare set of Skills to discuss in first meeting. Familiarize with previous project.
Prepare set of Skills to discuss in first meeting. Familiarize with previous project.
Prepare set of Skills to discuss in first meeting. Familiarize with previous project.
Prepare set of Skills to discuss in first meeting. Familiarize with previous project.
Week 1->2 Tasks Develop Project Pert chart and schedule. Meet Customer and tour Facility.
Analyze the available data from WMS of CV to find spikes. Meet Customer and tour Facility.
Research shelving methods and picking techniques in warehouses.
Gather information about high volume movement of totes, boxes.
Week 2->3 Tasks Brainstorm Top 3-5 Improvement Areas. Assign work roles.
Brainstorm Top 3-5 Improvement Areas Brainstorm Top 3-5 Improvement Areas Brainstorm Top 3-5 Improvement Areas
RESOURCE REQUIREMENTS
Time in the Cooper-Vision Distribution Center.
Access to Staff members and Floor Employees.
Machine Shop Equipment for Mechanical improvements..
Software Licenses:- Arena , AutoCAD, Excel.
Faculty Expertise ( Kaemmerlen , Carrano) Trial license or time on ERP Software:- Baan WMS Software:- Red-Prairie.
Budget:- TBD by Customer.
RISKS AND CONTINGENCY PLANS
Description of Risk Higher Management Restricts WMS/ERP software changes Organizational Right staff /employee not available Purchased Item does not arrive on time or is defective.
One of the team member does not have enough work to do.
Possible Consequen ces May not be able make the optimal changes to software.
Right Information unavailable at right time.
Delays the dependent plans and processes.
Decrease in Motivation. Under utilization of member.
Probability of Risk (H/M/L) H M M L Severity of Risk (H/M/L) M M H L Overall Risk (H/M/L) M M M L Contingency Plan Do not make changes to current software , just remove glitches , add-ons to existing software. Test before implementing Find Alternative Information source like another staff member or historical records.
Restructure the sequence of actions in the plan to accommodate this . Order multiple parts.
Re-assign the team member to another set of tasks done by another member and matches his/her skill level.
MEASURES OF SUCCESS
Primary customer satisfaction.- Set Realistic goals with Customer.
Improvement in number of picks per hour/day.
Percentage reduction in the number of re handling and rework.
Improvement in job quality of on floor employees.
Improvements are within specifications Easy to implement by primary users Completed well within 22 week time frame.
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.
Students, Faculty, and Staff associated with the project are encouraged to publish findings, data, and results openly.
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SOURCES
Interviews.
o o o o Sarah Pittman, Process Improvement Manager , CV.
John Kaemmerlen, MSD Faculty Adviser.
MSD ( P09721) Team Aaron Heyman- Team Lead.
Attended.
o o o Mid-term Review presentation Final Review and customer hand-over Meeting Poster Presentation at Imagine RIT Web-pages o Cooper Vision Website ( www.coopervision.com
) o Edge Website for Project P09721 (edge.rit.edu//content/P09721/public/Home)