Concluding Thoughts from Wegmans

Background: Picking projects for process improvement is slightly different than creating projects for a product. At the start of our quarter, Wegmans identified a list of potential projects, but the relative importance of these projects was unknown. To organize these projects, many of the DPM tools were difficult to use because we were not given a specific problem to solve. Rather, we were given a list of problems we needed to prioritize. Our group was faced with the problem of understanding why certain projects are of more importance to Wegmans. Using the beginning tools of the DPM class we were able to understand that Wegmans strives to continuously improve processes and have a safe and productive work environment.

This led us to identifying metrics to use as standards, giving the relative importance of projects to Wegmans. With this knowledge, our DPM group was able to develop a Prioritization Matrix © to rank projects based on data collection. However, at the time of our course, Wegmans has very limited data to provide us. The biggest challenge for our group was that Wegmans was unable to provide the data we needed in order to rank the projects according to important metrics we outlined. With our first iteration through the prioritization tool, we were unable to collect all the necessary data in the time constraint we had. Therefore, we had to focus on the data that was readily available to Wegmans in order to meet our deliverables.

Objective: In order to more accurately prioritize projects, the Prioritization Matrix © is already provided for your group. This should be the basis of understanding the importance of all potential projects suggested by Wegmans. This matrix may change according to Wegmans, as they may want to look at different metrics. There is also a matrix to make sure that that project is an MSD project.

These tools are meant to make data collection easier for your group, and provide Wegmans a more accurate list of prioritized projects. Below is a list of projects that we identified as possible candidates.

Concluding thoughts from Wegmans:

 Binary tool is simple enough to be used by departments other than engineering group

 First Pass

 “Just do it” project vs. Long term Project

 Way to make the tool simpler to use

 Shows the areas where they can improve on data collection

 How to score proactively on safety

 Liked the amount of different groups and people the group spoke with List of Potential Projects:

Bakery

*Bolded projects = projects data collected for

1. Cheesecake depanning process

2. Minimuffin Line

o Automating the 90degree conveyor turn

o Depanning

3. Automated Flour Sifters – Reduction of flour waste

4. Noise reduction in Bread and Roll Lines

5. Freezer and Warehouse Organization: 5S

6. Parbake rounding

7. Cake Aligning

8. Analyze Moline Line and look at better way to keep within weight specs

9. Shrink wrapping layer cake

10. Staffing and Labor Alignment in the Frozen specialty cake area

11. Handling and Storage of pans and bringing them to the lines

12. Possible Data Collection Project to look at Data that would be helpful in the use of the prioritization Matrix

13. Shipping Department-speak with Mike Least

14. Icing packaging process- automation

15. Trays for sweets in Moline Line- automate tray placing and taking out the manual process where sometimes make too many trays prepared causing dust in trays

16. Kuchens- revisit automation of twisting

17. Placing Clam Shells on conveyor- automation

18. Flour Reclaim System 19. Equipment Pacing

20. Ingredient sifting in commercial bread line

Culinary Center

1. Improve flatten chicken line 2. Improve ergonomics of dump tables 3. Reduce waste in wokery cutting operation 4. Improve travel times for ingredients 5. Improve staging of plates and dies for quick changeovers of multivacs 6. Bale cardboard separately for better return 7. Optimize # of totes and track them 8. Organize carts of miscellaneous supplies, spice racks 9. Improve cutting process of butter and cheese 10. Minimize downtime due to CIP process 11. Determine if tomatoes in drums or vats is more efficient 12. Determine if reducing temp of chill bath will reduce chill time 13. Improve storage in retaining room, freezer 14. Improve ergonomics - lifting, twisting, bending with heavy items 15. Improve PPIs - flow problems with thicker products

Contact Information: Bakery

Mike Least, Manufacturing Engineer- [email protected]

Scott Young, Head engineer- [email protected]

Jamie Rothfuss, Manufacturing Engineer- [email protected]

Eric MacCormack, Manufacturing Engineer- [email protected]

Manual Rodriguez, Health and Safety- [email protected]

Marc Chanthavisouk, Health and Safety- [email protected]

Joette Astifan, Quality Assurance- [email protected]

Paul Hickey, Ergonomist- [email protected]

Culinary Center

Chris Isaacson – Manufacturing Engineer – 4609 [email protected] Stephanie Johnson – Director of Culinary Innovation Center – 3229

Eric Quarterman – QA Manager – 6755

Jerry Shadders – Central Kitchen Production Supervisor – 5646

Wyatt Newbould – Marinades Production Supervisor – 6775

Cindi Gaesser – CIC Production Manager – 4690

Christine Vella – CIC Admin - 4609

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