1 / 19

Dresser-Rand Gasket Cell Relocation

Dresser-Rand Gasket Cell Relocation. Team Members: Cody Willmart, Aaron Marcotte, Jacky Li, Daniel Swol, Tyler Borden Mentor: John Kaemmerlen. [Revision: May, 2011]. Agenda. Objectives/Scope and Project Benefits Current Gasket Cell Operations Machine Selection

adelaide-richter
Download Presentation

Dresser-Rand Gasket Cell Relocation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Dresser-Rand Gasket Cell Relocation Team Members: Cody Willmart, Aaron Marcotte, Jacky Li, Daniel Swol, Tyler Borden Mentor: John Kaemmerlen [Revision: May, 2011]

  2. Agenda • Objectives/Scope and Project Benefits • Current Gasket Cell Operations • Machine Selection • Future Gasket Cell Location and Operations • Results • Performance vs. Customer Needs and Engineering Specs • Recommendations and Discussion

  3. Objectives/Scope and Project Benefits • Determine the optimal gasket cell design in terms of safety, quality, productivity and cost • Develop a detailed plan for the relocation and operation of the new gasket cell • An updated, efficient, and safe gasket cell in an operating area of Dresser-Rand’s Painted Post facility • A model project for process innovation and the implementation of lean principles for both Dresser-Rand and RIT

  4. Current Gasket Cell Operations • Requires a total of seven operators over two shifts to run cell • Machine portion occupies less than 25% of cell with the remaining 75% allocated towards the storage of dies and materials • Old cell is located in an areathat is going to be shut down • The old gasket cell location is far from shipping (Primary Customer) • Cell occupies ~ 6000 sqft. area

  5. Machine Selection Pugh Chart

  6. Eastman Blade Cut Machine Key Features • Nesting Capability • Travels up to 60 in. per second • Cut 12 gaskets in 3 minutes during a machine demo • Capability to write part number • Less than 2 minute setup time • Safety shield and automatic stop mechanism

  7. Cell Relocation • New cell occupies 1500 sqft. • Requires less operators to run cell at current production levels • Cell relocated closer to shipping and other finished goods delivery points

  8. Transition Plan

  9. Future State Value Stream Map

  10. Visual Control • Initial Visual Board Design

  11. Visual Control • Current Efforts of the Visual Board

  12. Material Usage Analysis

  13. Results • Machine Acquisition – with a purchase price around $90,000 the Eastman Machine will pay for itself in less than 9 months • Location – the new gasket cell location is directly across from the shipping department which significantly reduces travel time to the direct customer • Operating Costs – reduced by 36% annually

  14. Performance vs. Customer Needs

  15. Performance vs. Engineering Specs

  16. Future Recommendations • Material Consolidation • Visual controls • Production visual board • Scheduling box • Material reorder controlled with Kanban system • Quality controls picture board • Follow transition plan • Finished goods audit • Review information flow and simplify to take advantage of the processing time of machine

  17. Project Feedback • Responsive to team’s questions and inquiries • Very supportive while at the plant • Could use more feedback during needs and specifications definition period • Good to have project open to allow the team to develop ideas and direction. • Have a defined plan for the trip to Eastman to gather the required information for Dresser-Rand to approve purchase of the machine. • Understand flow of information earlier to be able to give recommendations for new process and possibly implement and test changes. • Dresser-Rand feedback for RIT team?

  18. Questions

  19. www.dresser-rand.com info@dresser-rand.com

More Related