|Project Summary||Project Information|
Food safety is a primary concern of Wegmans Bakeshop, and as a result the use of proper sanitation practices are very important to Wegmans. These sanitation processes are highly variable due to the fact that Wegmans has a wide range of products made on their ParBake line, and that their baking processes are sensitive to environmental factors such as, temperature and humidity. Controlling the variability in sanitation process times is important to Wegmans, because they are concerned with the amount of productivity hours available for baking on their ParBake line. While Wegmans currently has documented their current sanitation processes so that they are repeatable, there is still room for improvement. It is Wegmans ideal goal to clean things efficiently, thus minimize the amount of down time for the machines on the ParBake line, but also to clean things effectively, ensuring that they meet all their food safety requirements, such as post clean inspection and pre-operational checklist.
By completing this project, Wegmans would like to gain productivity hours on their ParBake line. An improvement in the sanitation process would also lead to a reduction in their labor hours required to clean the area. The cleaning process times, scheduling of products, and staffing methods must be observed and understood. Standard work documentation that characterized a variety of scenarios in the area, such as the time it takes to clean after a specific product with a certain team leader to employee ratio, will be developed. Once the current state has been fully understood, Wegmans would like a plan for what the future of their bakeshop should be, with regard to what the processes times should be, what improvement opportunities there are in the bakery, and how they will be able to ensure standard work gets followed. Documentation regarding a quantification of cost and time studies for each improvement will also be provided. From there, improvements will be developed and tested through small kaizen projects to determine their effectiveness. Improvements must be made using tools that are easily accessible to Wegmans, and cannot have a negative ergonomic impact on employees or food safety requirements.
The project assigned to the team was to reduce the sanitation time on the ParBake line at the Wegmans bakeshop. The purpose of this project was to maximize the time Wegmans has available for production. The team began by performing observations of the ParBake line. These initial observations allowed the team to become familiar with all of the steps involved, as well as getting to know the sanitation team. After initial observations were conducted, time studies were collected for the various sanitation processes throughout ParBake.
Based on the time data collected the team analyzed the current state in order to identify areas of improvement. The team also identified the critical path of the entire sanitation process and used it to identify the key areas of improvement in order to minimize the total sanitation time. From there, general thoughts were developed and discussed with Wegmans to ensure that both teams were on the same page. This led to a more defined kaizen and process improvement list that was then laid out into a test plan.
For the following semester, the team has proposed this test plan to Wegmans to obtain feedback on each individual kaizen and process improvement event. The test plan consists of six kaizen series and one process redesign. The team will begin the events near the end of Janurary, 2014.
At the start of the second semester the team focused their energy on planning the first two improvement events and holding an initial kick-off meeting. The kick-off meeting was held on February 12th. This meeting was held to announce to the sanitation employees the project team's plan for the upcoming semester as well as, the role the employees needed to play and the importance of their participation.
The first two improvement events were held on the 13th and the 18th. These events involved having the employees sit down and review film of an employee performing the process. The purpose of these meetings was to help employees start to identify waste in the current process and to brainstorm potential improvement opportunities. While these meetings were a good learning experience for both the team and the employees, at the end a gap still exists between the amount of waste the team saw in the process and the amount the employees identified.
The next improvement event the team held focused on improving the oven load area of ParBake. This event started out as an employee idea, which the team developed into a formal kaizen event. The team worked with four sanitation employees to implement bags under the oven load to catch the majority of flour that falls into the floor. As a result the time to clean this area decreased from 67 minutes to 32, a 52% change. Using bags also helped reduce the ergonomic impact of the work necessary to clean the oven load area.
The final improvement event was to evaluate an alternative cleaning process for the mixer. The process being tested focused on cleaning the mixer bowl by bowl mainly to decrease the large amount of time workers spent spraying water. In addition to this the new process was designed to help speed up the scraping step of the process. By implementing the new process the time to clean the mixer was reduced by 30 minutes to an hour depending on which bread product had been produced that day.
After completing all of the improvement events the team worked with Wegmans management to develop a plan for how to sustain these improvements. This plan involved defining the roles of certain managers in the sustainment process.
|Matthew Jackson||Industrial Engineeremail@example.com|
|Derek Kreider||Industrial Engineerfirstname.lastname@example.org|
|Emily Smith||Industrial Engineer (Project Manager)||email@example.com|
|Tashalynn Taylor||Industrial Engineerfirstname.lastname@example.org|
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|MSD I||MSD II|