Kettering University

The Mechanical Assembly Throughput and Downtime Analysis and Optimization project's objective was to increase throughput and decrease downtime through Avon's Mechanical Assembly System (MAS) in order to increase efficiency. Throughput was an increasingly important issue at Avon's distribution center in Glenview, Illinois. The mechanical picking system used in Glenview to process representative orders was not able to consistently run at the desired rate of 1,000 orders per hour. During a typical day, several hours of order processing exceeded the goal of 1,000 orders per hour; however overall, the average throughput was significantly below the goal. During the first complete campaign in 2009 (Campaign 2), Mechanical Assembly averaged only 789 orders per hour; approximately 21% below their goal. In order to meet customer needs in a timely fashion, Avon must take drastic measures to improve order throughput. In order to thoroughly evaluate and optimize the throughput in Mechanical Assembly, the total downtime associated with the system was analyzed. The downtime in Mechanical Assembly was tracked and reported on a daily basis with specific details regarding each of the causes. These sources of downtime were broken down into six major categories: K1 and Attaching, Literature Dispensers, Mechanical Assembly A-Frame, Error Corrections, system back-ups due to Manual Lines and downtime related to breaks and lunches. All of these sources were individually evaluated and the leading causes of downtime were determined as well as implementation recommendations to decrease their affect on the Mechanical Assembly System's throughput.

Due to the highly competitive nature of the automotive market, General Motors Powertrain Division Warren Transmission Operations must stay lean by fully utilizing employees in order to operate at maximum efficiency. Although there are detailed studies for direct labor, there is a need to conduct a study which analyzes the utilization of skilled trades employees within in the six speed assembly room in order to sustain production levels that will satisfy demand, and ensure that those trades are being fully utilized, as well as provide opportunities to reduce the overall staffing without impacting production levels by combining skilled trades groups. The problem in this thesis was approached using Arena Simulation Software. Failure distribution seen in the 2008 production year, cycle times, and other necessary information were included into the simulation. The results from the simulations were analyzed and new staffing levels were produced. In order to improve the utilization of skilled trades and more importantly the competitiveness throughout General Motors Corporation, the restructuring of the skilled trades categories is a strategy to be implemented. Having multifunctional skilled trades to respond to maintenance issues which directly affect production will be highly beneficial and will certainly improve output throughout the corporation.

Abstract This project was conducted to determine whether the proposed modification to the existing trouble ticket process at GE Transportation Systems, Hanover Park facility (ELK) was a beneficial undertaking. The main objective of this thesis project was to propose to the management team at ELK the need for the improvement to the current trouble ticket system so that it better utilizes Oracle Applications and incorporate internal requisition. In order to determine whether or not the modification to the current system was beneficial to GE Transportation Systems some specific criteria were established. The criteria that was use to analyze the project are cost (esp. cost in regard to time) and efficiency. The results of this thesis showed that the modifications would reduce the cycle time for the handling of a trouble ticket, reduce various costs leading to a monthly saving of $959.33, a yearly saving of $11,512.00 and a saving over the expected life of the project (10 years) of $115,120.00 and improve the efficiency of the overall trouble ticket process. This thesis concluded that the proposed modifications to the trouble ticket process would improve the efficiency of process and be of beneficial value to the facility.

The focus of this thesis is the off-site technician group which resolves technical work orders for the William Beaumont Hospital Help Desk. The PC Technician group is a small subset of the Help Desk but can greatly affect the image that the Help Desk projects onto customers. Help Desk Management lacks an effective technique to monitor the Help Desk processes and staff members. This prohibits management from identifying improvement opportunities and forces them to rely on anecdotal or subjective information when Help Desk operations are scrutinized by outside departments or customers. In order to offer a solution to management, the author collected field data, complied suggestions for process flow improvements, and piloted those suggestions with the off-site group. The results of the pilot showed a 15% increase in the number of work orders that did not require traveling. It is projected that the change could ultimately reduce technician travel by 29%. It is recommended that the off-site group adapt to the suggested process change and that management use the report template given to have immediate access to the performance of the group.

This thesis evaluates the manufacturing systems used at a job shop specializing in producing aerospace and precision bearings. The facility where this project was conducted has a long history of long lead times, delays within the plant and missed shipments. Four different systems were assessed in this thesis project and ranged in age, complexity and available information. These systems were used to schedule jobs, track parts and calculate time associated with operations. By reviewing the individual systems and then cross-referencing the data between them a strong understanding of current challenges at the facility was developed. Once assessment of the systems was completed, recommendations for improving part tracking and methods for reducing delays were developed.

Material and parts is what keeps any manufacturing facility running. When there is a large enough discrepancy a group within General Motors called Material Flow Support is sent in to investigate. When there is no common process for accounting for studs and weld nuts that come up to 5000 pieces per container, considerable fluctuations happen. The intent of this paper is to identify the problem and illustrate how Spring Hill Manufacturing overcame this issue of considerable part fluctuations.

A problem initially arose when the department¿s current location within the plant became too small to allot for the large workload. Coupled with this was a lead-time issue that stemmed from the considerable distance the operators needed to travel to retrieve tooling for each job. With the addition of a new machine, a move was critical to the cell¿s success. The project was originally to relocate the cell to a larger area, much closer to its tooling. I was responsible for designing and developing a layout using input from facilities management, engineering, as well as the cell¿s operators. However, machine delays have delayed the project, but allowed the team to focus on other key pieces of the move including, 5s, TPM, Tooling Inventory, and Storage requirements. While the layout of the cell has been developed, the move itself has not been completed at the time of writing this

Lean manufacturing Cell 7 produced aerospace airfoils at an inefficient, unpredictable rate caused by antiquated equipment and problematic processes. Economic conditions provided limited capital expenditures, demanding increased productivity to reduce inventory levels and generate additional margin. To drive these initiatives, the Overall Equipment Effectiveness (OEE) measurement was calculated at each work station within the cell. OEE measures the ability to produce quality parts to a standard, when in demand. The education and focus on the metric spawned discussion and a new way of measuring performance on the shop floor. This resulted in increased employee engagement and increased accountability of all members of the manufacturing organization. Continuous improvement activities were held to target the opportunities identified by the metric, creating $136,500 in additional net margin over a six month period. The project was found to be a success, capturing a 10% improvement in OEE and Labor Utilization metrics.

The company has launched a brand new Dodge Ram. The 2009 model is vastly different from the 2008 model in terms of parts and processing. One main difference between the two is the front end module. This module is one part that consists of several functional parts that is installed to the front of the vehicle, by one operator. Thus, this new part made several operations obsolete. The author's role was to eliminate two operators that became obsolete by redeploying their content.

Through testing and examination of the laser attenuation tool to verify if the tool works correctly, so it can be used to test the attenuation of fiber.

Due to the rising fuel and labor costs, Acme Recycling decided it needed to reevaluate its routing of its trucks to determine if they were being used optimally. To do this, studies have been conducted as to amount picked up, fuel economy data, and routing options. By merging this data together and using Excel's built in solver feature along with an add on from Frontline Systems called Premium Solver, the author will attempt to solve this complex problems which most closely resembles a traveling salesperson problem (TSP).

The objectives of this assignment is to root cause sunroof water leaks on XK models and eliminate the Red X driving in-plant and warranty costs associated with sunroof system using Shainin strategies. The issue has been prevalent since the introduction of XK (Jeep Commander) Model Line (2006 MY). Similar sunroof water leak issues have been noticed in other plants that also build similar model line (Graz, Austria). Water leaks in plant range from 2-5 a day. Dry Car FTC and throughput is affected when water leaks occur. The problem is seen in warranty as a top 5 item. Eliminating the Red X can potentially save over $300,000. The results desired from the project are the elimination of sunroof water leaks in plant and to minimize the number of water leaks in the field by more than 65% to improve customer satisfaction. The goal is to improve Dry Car FTC and throughput on sunroof deck where sunroof is initially installed, which in turn, will reduce repairs and costs associated with repairs. The project is considered completed based on the Green Y run Chart showing a decrease in water leaks in plant by more than 65% and warranty charts showing a reduction in warranty for sunroof water leaks by 65%. Work will be validated based on a component search to determine whether the part or process is the target area for root causing the issue. Also, 5 penny B vs. W confirmation test will be used to verify if condition can be controlled. The project is successful if tests validate correct Red X has been identified and, with 95% confidence, sunroof water leaks can be controlled if the Red X is eliminated.

Core, fundamental industrial engineering concepts like continuous quality improvement, process design/re-design, and business/operations analysis are illustrated in practice in a non-traditional engineering environment. This thesis offers a unique opportunity to understand the important role industrial engineers have and how each aforementioned concept can be applied across any industry. This thesis addresses the needs of Beaumont Hospital Royal Oak in identifying a process for reviewing and analyzing Alaris pump CQI data.

The significant factors and interactions that create friction torque in vane type variable camshaft timing phasers are currently unknown or not completely investigated. Friction torque limits have been set by constructing confidence intervals based on data from a small sample size of prototype parts with no limit parts. Adjustments have to be made to the limits once manufacturing or design changes affect the amount of friction seen in a phaser. This results in a shift in friction torque over the project life. It is for this reason that an adequate statistical model should be constructed for friction torque. The first step in creating an adequate model for friction torque is to run a full factorial experiment. Four factors will be investigated. The factors are rotor height, rotor outer diameter, stator height, and stator minor inner diameter. These factors have been selected because they have been indicators of high friction in the production process. Response surface methodology will then be performed to find optimal settings to reduce friction torque issues and make recommendations regarding production and design for manufacturing. In statistical terms, friction torque should be understood as the summation of friction from the significant factors for each response. Responses P1 and P4 have the same significant factors. The significant factors for responses P1 and P4 are rotor diameter, rotor height, and the interaction effect between rotor diameter and rotor height (Figure 1, Figure 4). These significant factors account for 87.76% of the variation in torque point P1 (Pg. 12). These significant factors account for 82.25% of the variation in torque point P4 (Pg. 17). The significant factor for responses P2 and P3 is rotor diameter (Figure 2, Figure 3). This significant factor accounts for 77.82% of the variation in torque point P2 (Pg. 14). This significant factor accounts for 76.33% of the variation in torque point P3 (Pg. 15). Regression analysis yielded the four following equations for the response variables P1, P2, P3, and P4 (Pgs. 20-23). P1 = 1979 + 1.65 rotor dia. + 0.510 rotor height - 20.8 stator dia. - 42.2 stator height P2 = 6348 + 4.58 rotor dia. + 0.487 rotor height - 117 stator dia. - 0 stator height P3 = -7777 - 4.55 rotor dia. - 0.601 rotor height + 137 stator dia. + 18 stator height P4 = -2899 - 1.69 rotor dia. - 0.620 rotor height + 38.3 stator dia. + 41.6 stator height The equations above can be used to estimate torque point values for all responses based on rotor diameter and height levels and stator diameter and height values. The results from the response optimization lead to a 93% optimal solution when targeting either nominal response values or average response values (Figure 25, Figure 26). The global solution exists when rotor diameter is at a level of -0.859, rotor height is at a level of 0.778, stator height measures at 20.0167mm, and stator diameter measures at 54.0323mm (Figure 26). The level values for rotor diameter and height correlate to physical dimensions of 53.9335mm and 20.00mm, respectively (Figure A-8, Table A-2, Table A-3). The rotor diameter to stator diameter clearance for the optimal solution was found to be 0.0978mm (Figure A-8). The rotor height to stator height clearance for the optimal solution was found to be 0.0149mm (Figure A-8). Validation of the optimal solution and the regression equations can be performed by building phasers to the optimal levels and values and to levels and values on both sides of the optimal solution. The phasers would then need to be tested and the response values for P1, P2, P3, and P4 would need to be recorded. Then the regression equations would be used to predict the response values for the phasers. Once validation of the regression equations and optimal solution is complete, the recommended course of action would be to try to extend the regression equations onto other vane type variable camshaft timing projects.

ArvinMeritor Forest City NC produces axles for tractor trailers. The axles have a warranty that covers various things including leaks. If the axle leaks while in the field, ArvinMeritor pays to have it repaired. By implementing a leak detection system at the assembly plant, leaks can be found before they reach the customer. This will reduce warranty cost.

The main focus of this project is to make recommendations to improve the process of quality control metrics. These metrics address current quality issues and ensure first time quality of container suppliers. The process will allow the quality engineers to assess how suppliers rank and provide data to support the ranking of the supplier. Research from benchmarking, quality control and rating systems will be utilized to recommend improvements to the current container quality process.

This thesis addressed the problem of the lack of return on investment analysis for a patient and staff ultra wideband badge tracking pilot in William Beaumont Hospital¿s Royal Oak Emergency Center. Pre-implementation metrics for patient care and patient tracking process inaccuracy were established through work sampling and time study data. The pilot will reduce more than 74 hours (corresponding to $1,800) of non-value added time annually and allow 19 additional patients to be seen annually, who would have otherwise left without being seen, bringing in an additional $12,500 per year of revenue. In addition, the system will collect and report on metrics which have never been studied at Beaumont, allowing further improvements to be made.

Background: The DBO value stream at PPG Industries Works 26 has been identified as having a significant opportunity for saving waste. The process is made up of two separate glass manufacturing lines, lines one and five. Within those two lines, the process is split once again into a cold end and hot end. The waste in the process is in the form of overproduction, waiting, increased downtime, increased rejects, unnecessary movement, and inventory. All of these wastes add to a process that does not add to the culture of continuous improvement. Through lean manufacturing techniques and utilizing the Toyota Production System as a model, a study was initiated to understand where waste could be eliminated in the process and how that would affect the value stream as a whole. Results: By theoretically integrating the DBO process through physically connecting split line 1 and line 5, waste in the process can be reduced by up to 90% throughout the process. Moreover, all of the waiting time that adds no value to the product will be eliminated. Overproduction, the most fundamental waste that leads to most other wastes, will also be eliminated. One-piece flow, the ideal state of production according to the Toyota Production System, would be automatically achieved and help institute a culture of continuous improvement. The integration will also transform the process from a ?push? process to a ?pull? process, a change that is extremely effective in achieving a lean state. However, from a payback perspective, the project of implementing the integration would not yield significant returns on investment for many years. Nevertheless, the benefits of the integration are considerably more valuable than the payback period. Conclusion: The theoretical analysis of integrating the DBO value stream showed significant evidence of eradicating overproduction, reducing in process lead time, and generating one-piece flow. Overall, integration will eliminate the waste that is currently inherent to the value stream.

The thesis project focuses on the setup time reduction of CNC milling operations. The thesis begins with an examination of historical data and time studies conducted during the thesis terms. The thesis then examines the associated costs and consequences of lengthy and inefficient setup operations. Next, the setup process is broken down into components. Finally, areas for improvement and solutions are presented for each element in the setup process.

This thesis is about redesigning a current workstation in order to increase the pieces per man hour for producing the P415 brake pad sub assembly. It involves improving the process flow, cycle time, and workstation layout of the operation. It also reduces the amount of manual labor and work in process necessary to produce the parts.

Outdoor Vending Cast Members at the Disneyland Resort complete many tasks at the end of their shift in what is called Cashout. Management cited increases in the time taken by Cast Members to complete Cashout and requested a current state analysis as well as physical and process based recommendations. This thesis project is rooted in the tasks taken by Industrial Engineering related to understanding Cashout, measuring its performance as a baseline and improving the process through fundamental techniques. The application of Industrial Engineering principles allowed for the citation of recommendations and their related qualitative and quantitative impacts within the thesis.

The objectives of my senior thesis project will include but are not limited to creating internal processes (SOP, routings, and inspection reports), to coordinate with operations and marketing to schedule a launch, and also coordinate with purchasing for tooling needs. Other objectives include creating standard work instructions for the repairs that will be needed, to initiate process certification (Six-Sigma, determine process capability) and finally perform a Repair Process Readiness Review or otherwise known as an R4. Currently one of our liner cells is decreasing production and has the opening to add new repairs and is looking to develop a new line for the CFM56-5B acoustic panels. Pratt & Whitney has never worked on CFM56-5B acoustic panels which is a part of the fan case on the GE engine. Its purpose is to cause noise reduction. Our proposed repair process for the CFM56-5B acoustic panels is currently in FAA approval. The reason we would like to add it to the current line is because there is not enough demand to insure quantities to justify a whole cell as of now. We will you our ACE tools to insure quality. ACE is Pratt and Whitney?s standard for excellence; it means Achieving Competitive Excellence.For our end results we would like to see our repaired parts ship to customers within the customers required turn around time; for example the Norway Engine Centers turn around time is 21 days. We want the Standard Work Instructions to be clear and concise. AutoAir is source approved by the materials in the Process Engineering Group.There will be four key areas that my work will be evaluated and validated. Turnaround time of the product meets or exceeds the customers requirements, parts are profitable (12% EBIT earnings before interest and taxes preferred), Cost of poor quality (Scrap rate is declining toward 4 parts per 1,000,000 parts), and OSHA recordable rate does not go up as a result of tooling.

This thesis is the culmination of a continuous improvement project ran on the hard turn cell at Emerson Power Transmission. This thesis is a report on that project. The thesis covers the need for the project, proving that there is a significant reduction in time, and therefore money to be made with an improvement to the length of setups at this cell. The thesis then goes on to discuss the layout, and specifications of machines in the cell. The set-ups procedure is detailed for the lathes in the cell. The cell is then critiqued on organization and cleanliness, with suggestions for improvement made. The Thesis the presents the observation and data analysis of the project. Thirteen time studies were taken on the set-up of the hard turn machines, each of which was then broken down into subgroups, and analyzed. Specifically looking for long and highly variable steps in the set-up process several steps were identified to need improvement. Suggestions for improving said steps were then presented, and an estimated annual savings was presented.

This thesis is regarding the implementation of GMSs best processes, practices and technologies into GM Detroit-Hamtramck Assembly Center to support General Motors? Vision of World Leadership and Global Customer Enthusiasm. This thesis is performed in an effort to raise the facility?s GMS calibration score. By increasing the calibration score of D-Ham, the facility will be on the leading edge of global standardization through GMS principles and will present itself to the corporation as a lean facility. The integration of input from team members ranging from plant staff to production operators and skilled trades is imperative to the implementation of GMS.

This thesis covers the development of a custom lab resource management system from initial conception to working model. It provides scheduling, utilization, and reporting functions for three Johnson Electric North America locations. It covers how to use and improve the system as well as how it was created.

The employees of DE-STA-CO's Auburn Hills facility currently can not obtain real time finished goods inventory, causing issues with scheduling and sales. Also, daily production is entered manually, which is time consuming for the material group and errors are sometimes made, impacting inventory accuracy. This paper represents the development and implementation of a bar-code scanning system at the end of each assembly line, used to enter production data for finished goods inventory, at DE-STA-CO?s Auburn Hills facility.

A rising number of customer requests for a Classic Instruments gauge cluster that directly replaces OEM 1955 through 1959 Chevrolet pickup gauge clusters prompted management to determine whether a cluster could be manufactured to address the need. Upon designing a prototype it was found that a gauge could be manufactured for the target cost while meeting the design parameters. This thesis presents the results of the design and production integration of Classic Instruments 1955 to 1959 Chevrolet truck gauge cluster, as well as an accurate estimated cost.

This thesis presents the results of an examination into the design and implementation of lean manufacturing in off-line sequencing workcells.

Burtek, Inc. currently occupies three buildings that total over 161,000 square feet. The initial Building that was occupied grew into two adjoining Buildings as the company and scope of builds grew. This has resulted in transitioning taskings to meet needs, however, it is more imperative to not only meet needs but structure the current layout to meet ever-changing market demands. Alternatively, it may be necessary to redeploy to entire new building or set of Buildings with a larger footprint due to new business that could cause a surge beyond what can be absorbed within the current or future locations. The end result is to sufficiently design, plan, update and potentially execute to the plan. The project will be complete upon presentation to Burtek Senior Management.

The purpose of the thesis project was to streamline processes associated with the Human Resources function. Through the analysis of work activities associated with the Human Resources function, Fernco has the potential to improve its efficiency and effectiveness. The Human Resources function has started on the path of using software technology to streamline sub process workflows (e.g. ADP payroll and electronic benefits systems). Further investigation is needed to identify other opportunities to streamline work and information flows of the sub processes. Four key processes were defined as the scope of the project: Selection and Hiring, Benefit Programs, Disciplinary Review, and Payroll Administration. Data was analyzed in the sub processes within the four key processes which led to a measurement of annual hours spent. The author calculated that 2,351 hours of time were spent annually in the four processes within the Human Resources function. Candidate solutions deemed feasible for implementation had to satisfy five key criteria: implementation time, investment required, implementation resources required, cost savings potential, and performance impact. The solutions recommended for implementation consisted of: daily timekeeping review, biweekly payroll, applicant screening points system, and internet pay stubs. The total performance impact of these recommended solutions is a reduction of 980 annual hours of time or 42% within the processes analyzed.

The current compressor shell coining and piercing operation at Emerson Climate Technologies has been shown to have a detrimental effect on the cylindricity of the compressor shell. The coin and pierce (C&P) operation significantly alters the centerline of the shell in the area of the main bearing housing (MBH). This leads to a loss of bearing alignment in subsequent operations and forces windage to be introduced at the main bearing housing press and stake operation to compensate for the misalignment. By improving the form of the compressor shell, windage can be reduced and bearing alignment can be improved. This thesis presents the results of the a the work done to arrive a solution to maintaining shell form at the Coin & Pierce machine.

This thesis discusses the creation of quantitative forecasting models within the context of the Model Creation Life-cycle while presenting tools and aids that were created to simplify creation of such models.

This paper is the product of the author?s investigation on the successful merger of the first three active processes from an off batch derivative cell to a fully functional mainline for three special models that require these special processes. It is in large part a proposal provided to the plant 8 operations department on the feasible solution to effectively remove the inefficiencies that exist on the derivative cell. This paper will illustrate the complexity of the project through timestudies and model proliferation. The proposed solution will be developed using ProModel 2001, an assembly line simulation software to project the results of such a merger. The recommendation is supported by analysis of gathered data from the many aspects pertaining to this project.

Fernco, Inc. does not have a formal rewards and recognition process to provide its employees with incentives to be present and do their jobs right the first time. By establishing a formal rewards and recognition process, Fernco can continue being an industry leader for manufacturing and distribution of flexible PVC pipe connectors. In order to continually improve employee performance and productivity, Fernco should implement a formal rewards and recognition program to track and assess employee behaviors and provide an incentive for the employees to demonstrate positive behaviors consistently.

DE-STA-CO is located in 4 facilities causing strained communications and excessive part travel. This paper presents a consolidated layout based on lean manufacturing principles into a new facility.

Setting Global Manufacturing System (GMS) visual standards, baselines, and reducing waste (using COMMWIP) continuously improves processes for Final Repair area at General Motors Lordstown Complex of Warren, Ohio. GMS projects created in this manner have a focus on developing what is in the best interest for the operator. Implementing waste elimination exercises cost savings that keep GM a profitable company that promotes customer enthusiasm.

General Motor?s attrition program is causing the loss of many production workers at a very fast pace, therefore, to reduce headcount and increase utilization of production operations, an evaluation of Non-Value Added work was conducted. The focus of this report is the final assembly area, on both the cyclical and non-cyclical work force, and the valve body assembly area that is affected by changes in final assembly. Reducing headcount and producing efficient workstations and operators, and ultimately reducing cost was the goal of this thesis. Several alternatives are offered, analyzed for cost and effectiveness, and the best solution is determined.

The objective of this thesis was to determine a more efficient way of delivering early morning packages throughout the UPS Metro Detroit District. With this, it was important to ensure these packages were delivered by the guaranteed commit time, therefore ensuring customer satisfaction. Various tools were used in determining early morning operational improvements including that of the Service Provider Records; Microsoft MapPoint; and the United Parcel Service Electronic Tracking and Tracing System. Results indicated that the elimination of gateway congestion and reduction of driver travel was necessary in achieving desired improvements. Process Improvement conclusions signify that the establishment of meet points can be utilized in the elimination of gateway congestion while also assisting with the reduction of miles driven throughout the newly assigned delivery territories.

By using tools of process reengineering this project systematically planned and implemented the ability of a plant department to better utilize its labor. The improvements in efficiency of labor use allow for the all of the parts flowing through the plant to be packaged without decreasing the output of the department.

Currently at ATEK Medical, lithium ion batteries are packaged for Company A using a standard bar sealer and a very labor intensive process. The batteries are packaged in quantities of 1000 and take roughly 13 hours to complete a job. A double pouch method is used to provide a sterile barrier, which allows the batteries to be used in a medical environment. The package consists of the battery being bar sealed into a small inner pouch, which is the placed and bar sealed into a larger outer pouch. The outer pouch also requires a label on every one of the 1000 pouches. It was seen that the current process could be improved and has potential to become much more productive. The entire process is dependent on the operator and requires that person to have a part in every step. This thesis will try and prove a packaging system called the Pure Pouch as a viable solution to help improve the process. The Pure Pouch is a machine that is an automated bar sealer. The machine will index the pouches, seal the pouches, and print labels on the pouches all automatically. The operator will be required to insert the product into the pouch and cycle the machine. After investigating the Pure Pouch a cost and time analysis was used to help determine the results. The cost results show that the Pure Pouch system will be able to generate a cost savings of $94,000/yr over the old process. Also the new machine will cut the time needed to complete a battery job, of 1000, from 13 hours to approximately 5 hours. It was also calculated that the payback period on the machine is approximately 8 months and the return on investment is roughly 150%. With these results above conclusions and recommendations can be made. With regards to the Pure Pouch I believe the savings in time and money are proof that the machine is a valid and cost effective improvement on the current battery packaging process. I would recommend that the machine be presented to upper management and the customer for further approval. If approved by management and the customer the machine will have to be installed, qualified, validated before it can be used in production.

The Grand Rapids car wash is currently using drivers to wash and fuel their own vehicles when they return to the building. Due to current driver wages, it is more cost effective to use 22.3 employees (a 22.3 employee is a full time employee that works two part time shifts with a lunch in between shifts) and part time employee?s instead of full time employees to wash the vehicles. This project will change the car wash process from using the full-time drivers to now using the 22.3 and part time employees.

This thesis is saving UPS $73000 by changing the Car Wash Operation in Toledo from a driver run process to a part time hourly driven process. The lower paid employees are spending more time completing the process because extra driving is involved, but the difference in pay rate is what drives the savings. It is the recommendation of this thesis to change the operation as soon as staffing limitations make it possible in order to feel the direct benefits of the cost savings as soon as possible.

A material flow plan was developed for the DaimlerChrysler (DCX) Saint Louis assembly plant by Modern Engineering, Inc. The plan consists of an in-plant bulk material storage plan, station material layout plan, and a material handling plan. By using FactoryFLOW, AutoCAD, and following DCX standards, the engineer successfully developed a plan that requires 14 fork truck drivers, and has 51 of 58 station material displays approved. To improve these results, the engineer recommends moving the current plan of record conveyor away from the rail docks, to lower the number of fork trucks needed and improve storage availability. Rearranging some of the equipment display to increase green station status is also recommended.

Industrial Engineering principles are an important part of manufacturing for members of the automotive field. This is especially important to Trio Tool Company, which designs and builds automated assembly, and gauge & testing machinery for major automotive suppliers. Unfortunately, Trio Tool Company does not address these principles, which occasionally leads to unsatisfied customers. However, Trio Tool Company is committed to improve its current process by implementing key Industrial Engineering principles into the design process. There are many variables, from floor layouts to work design, which go into Industrial Engineering, but Trio Tool Company will focus on implementing cycle time estimation in-house, apposed to hiring contractors to do it, and to address some key ergonomic guidelines for design. These two variables must be implemented into Trio Tool Company?s system so they are followed through on a regular basis. This will be in the form of checks and balances during the design and build process that will designate specific time periods for the engineers to evaluate the machines. This will allow Trio Tool Company to address some Industrial Engineering concerns, which will result in higher quality products, more efficient work and a more worker-friendly & safe work environment.

The thesis project consisted of the implementation of a top track chain conveyor system in the place of an outdated belt conveyor system. The object of the thesis was to decrease tooling costs by varying the speeds of each conveyor in the system in order to consistently present the operator with tooling while maintaining a constant production rate.

This thesis is presented with the goal of utilizing lean manufacturing at the Livonia Engine plant. The purpose is to eliminate waste throughout the Gen IV machining line. After investigating various ideas and angles, the process capability of the machines were calculated in hopes of reducing the frequency of both hand and CMM gage checks. The result freed 78 minutes on the plant floor. In addition to capabilities, modifications were made to the CMM process saving an additional 76 minutes per day as well as 730 sheets of paper. Other recommendations were also made.

The purpose of this thesis was to make the operational efficiency of CovR Guard better. This was done by creating a new layout for the area. This layout was based around ways to reduce and eliminate the seven wastes of production. The results were a more organized work area, increased production and elimination of a partial team leader and an operator.

A need for an improved method is needed to reduce cost and minimize cost of lost parts inside the warehouse and the implementation of the most accurate and effective process. RFID is a process that will work in the future in this warehouse, since metal and water detract the signal of the antenna. By implementing RFID in the near future, GE Transportation Rail will be able to improve their distribution process.

If a driver fails to scan a package when he delivers it, UPS may be required to pay a claim for a lost package. Currently, about 1 in every 450 delivered packages does not have a corresponding scan. Available reporting systems do not reveal who is not scanning packages. UPS can develop a new reporting system that will show which drivers miss scans. This will allow UPS to train those drivers and make improvements.

The thesis demonstrated a process of using problem solving tools to find the root cause for the dimensionally incapable 2006 Yukon tail lamp.

CSM Manufacturing Corporation has been running out of tools nearly every day, resulting in hours of down time and monetary losses. A new system was needed to eliminate this problem. After much thought, a database was created in order to record the flow of all tools as well as reorder any tools that were running low on inventory. The results were phenominal. What was about 7% of down time due to lack of tools was completely eliminated. CSM Manufacturing Corporation now has a system that controls the tooling inventory and allows for optimal production.

The Company lacks sufficient product output to sustain profitability. The current setup of the Chrysler NS Door Assembly Cell and GM U-Van Door Track Assembly Cell is not sufficient to make production goals. The cells require several machine and cell layout modifications.

This thesis is to show how the Time Value of Money no longer works to project the future value of money. The thesis proves how the Time Value of Money only projects the number of Dollars not the value of the dollars.

The following chapters in the thesis will cover in depth the tools used to accomplish the solution that converted the line from traditional batching of product to the one piece flow methodology of lean manufacturing. This will include a discussion of 5s, the 7 forms of waste, takt time, line balancing, and facility design. It will also include the organization of the transformation of the SMC Dialog/Plus line. A way forward or recommendations will be provided in the conclusion of this thesis.

To improve layout efficiency during changes in sales volume, an automated slotting tool is necessary. In plants without a Warehouse Management System, an automated tool does not exist. This thesis conducts a pilot study at the Flint Processing Center, and generalizes the lessons learned on how to generate slotting rules for a particular area, and later incorporate them into a slotting program for future maintenance.

This thesis embodies the design of a Prairie Mountain Tractor Assignment Tool. The assignment criteria were determined through UPS cost savings initiatives and their hierarchy with respect to the assignment tool was determined through a survey of UPS management in Automotive, Feeder and Industrial Engineering departments. These criteria were then applied to the tool such that each tractor was assigned to a specific job based off of the tractor's odometer reading, model year and whether it had a twin axle. Tractors with lower miles were assigned to jobs that had a higher weekly mileage requirement. Jobs were also classified based off of the type of road and terrain encountered. These new schedules were then represented by an automated Gantt chart within the tool.

In the rubber extrusion process, the die faces wear causing unnecessary scrap and down time. Do to unforseen circomstances, the author was unable to make a conclusion as to how the rubber die faces wear. Recommendation were made the company.

The XXX 001 material pull issue in a 3.5 million dollar total loss for the OEM (original equipment manufacturer) and the supplier. Failure issues such as the material pull excellent communication between the supplier and the OEM are necessary to save time and money. If the recommendations would have been considered before production launch then it could have possibly resulted in a 1.5 million dollars saving that was necessary to correct the problem.

During his project, the author implemented three different proposals to improve the Steelcase production line's overall productivity. His first proposal reduced the number of operators from 8 to 7 by holding each operator responsible for the quality of their own work. Then, his second proposal reduced the production line's overall cycle time by moving some of operator 7's work onto operator 4. Finally, his third proposal reduced the number of operators from 7 to 6 by changing the floor layout and rebalancing most of the operators' responsibilities. These proposals resulted in a 106% increase in parts produced per man-hour, a 51% increase in parts produced per 10-hour shift, and a successfully completed project.

Workers compensation claims and insurance cost have been increasing since installing new assembly lines. For three years VITEC has been working to improve the workstations that are contributing to these workers compensation claims and insurance by performing an ergonomic analysis. Modifications can be done to the workstations without installing assembly lines. If the company budget allowed then modifications can be done on all of the workstations needed