THE BOEING COMPANY – DELIVERY OPERATIONS Production System Stability through Structured Problem Solving

NATIONAL CENTER FOR MANUFACTURING SCIENCES

Establishing And Maturing A Digital Infrastructure For The United States Government

Student Team: Bryce Garver – Master of Business Administration Elizabeth Rubenson – EGL (BSE Biomedical Engineering/Master of Science in Engineering in Biomedical Engineering)

Project Sponsors: Michael DeHeer – Senior Project Manager, Digital Enterprise & Initiatives Jon Riley – Senior Vice President, Digital Enterprise & Initiatives

Faculty Advisors: Wei Lu - College of Engineering Mohamed Mostagir - Ross School of Business

The National Center for Manufacturing Sciences (NCMS) is the nation’s leading cross-industry, technology development consortium, headquartered in Ann Arbor, Michigan. NCMS is dedicated to improving the competitiveness and strength of U.S. manufacturing. To do this, NCMS leverages their network of industry, government, and academic partners to accelerate the development and adoption of innovative manufacturing and technology capabilities.

Manufacturers have been utilizing digital transformation to revolutionize the way they work and collaborate. This transformation has been dramatically expedited in the past 18 months due to the COVID-19 pandemic as supply chain resilience and adaptability is at the forefront of conversations. The need to adapt the way organizations collaborate on complex manufacturing and engineering problems led NCMS to create the NCMS Digital Proving Ground (DPG). The DPG enables industry and government users to manage and collaborate on innovative projects in an integrated, secure, neutral, cloud-based, single-source environment that encompasses the full lifecycle of digital product development.

With the DPG being a relatively new offering, the Tauber team was brought on board to advance the maturity of the DPG and enable widespread adoption. The team assessed the DPG by conducting user interviews with a wide array of end users from large industry OEMs, small and mid-sized manufacturers, technology developers, and government participants. Through this assessment, the team identified three major needs to deliver value to NCMS and project participants more broadly: expedite the onboarding process, enable users to be more effective in the new environment, and enhance visibility of project status to facilitate management and decision making.

The team proposed initiatives and an implementation timeline to address these needs and create value for NCMS along with their government and industry partners. The team expedited onboarding to the DPG and reduced process risk by developing an automated vetting process. To enhance user effectiveness, a systematic training process was conceptualized and an implementation strategy was formed. This training will provide direct instruction on all aspects from getting started, to working in the specific software inside the DPG. Finally, a suite of DPG dashboards was created to enable NCMS leadership to make strategic decisions about the future of the DPG and improve project manager visibility into project specific usage information along with other key performance indicators (KPIs).

By implementing the changes recommended by the Tauber team, NCMS will save $26.3 million in project costs over the next three years, avoid potential project cost overruns, as well as unlock further DPG revenue growth. These savings can then be fed into other initiatives to further deliver value for the U.S. government and industry partners.

PEPSICO

Tolleson Gatorade Water Use Reduction

Student Team: Tom Kraeutler – Dual MBA & Master of Science in Environment & Sustainability Jack Riley – EGL (BSE & MSE in Civil Engineering)

Project Sponsors: Tim Carey – Vice President, Sustainability Brian Boothe – Engineering Manager, Tolleson Gatorade Andy Lempera – Director, Engineering Sustainability Chris McKenna – Senior Principal Engineer, Sustainability Jeff Rutkowski – Senior Plant Director, Tolleson Gatorade

Faculty Advisors: Ekaterina Astashkina – Ross School of Business Steven Skerlos – College of Engineering

PepsiCo, Inc. is a Fortune 100 food and beverage company that has publicly committed to 2025 and 2030 Sustainability Goals which include significantly reducing the amount of non-product water used in the Gatorade production process. These goals are particularly important to Tolleson Gatorade, located outside of Phoenix, which is experiencing record drought conditions that are expected to worsen due to climate change. The Tauber team developed a path for Tolleson Gatorade to achieve PepsiCo’s 2025 and 2030 water use sustainability goals, by more than 65% and 80%, respectively, by quantifying the full extent of current water uses, recommending new water saving initiatives, implementing approved projects, and designing a cultural framework to ensure long-term success.

To understand the plant’s current state, the team updated water usage data by taking measurements of flow and analyzing existing data to create a mass balance of all water consumed across 36 distinct end uses. Simultaneously, the team interviewed dozens of operators and supervisors to identify key pain points and opportunities to improve. These two sources of information were combined to create and prioritize 33 unique projects, representing 144.6M gallons per year of water savings, for implementation across the plant’s nine production lines and associated water treatment system.

The Tauber team began execution of water savings projects to ensure the plant remained on target to achieve annual goals. Sixteen unique projects were implemented while onsite, including optimizing recirculation through heat exchangers, eliminating excessive conveyor sprays, and creating a system to notify high water use conditions in bottle coolers.

To support these new efforts, the team also performed a root cause analysis of historical projects which had not been maintained to identify and recommend key cultural and organizational improvements for PepsiCo and Tolleson Gatorade that will be necessary to achieve the sustainability goals. Over the project duration, the Tauber team implemented changes which resulted in annual savings of $625,000 and 62% (89.5M of the 144.6M gallon) water use reductions required by 2025.

PFIZER INC.

Batch Changeover Velocity

Student Team: Lyndy Burnett – Master of Business Administration Jackson Cummings – EGL (BSE & MSE Industrial & Operations Engineering)

Project Sponsors: Ross MacRae – Senor Director, Drug Product Supply Paul Stuart – Vice President, Drug Product Supply Sue Upson – Drug Product Manufacturing Lead, Drug Product Supply

Faculty Advisors: Luis Garcia-Guzman – College of Engineering Len Middleton – Ross School of Business

Pfizer Inc. is a world-leading research-based pharmaceuticals firm, with annual revenues over $51.8 billion and nearly 100 clinical research and development projects in-progress, supporting the expansion of a diverse portfolio of medicines and vaccines. Faced with shifting patient expectations in a rapidly evolving industry, only further spurred by the COVID-19 pandemic, Pfizer is not strictly keeping pace with shifting industry paradigms but setting the pace for innovation.

With goals of delivering 25 breakthroughs that treat 225 million patients by 2025, Pfizer is focused on further strengthening its research and development (R&D) pipeline by redefining delivery timelines, reevaluating clinical drug priorities, and investing in new technologies, capabilities, and continuous improvement opportunities. To accelerate delivery of medicines and vaccines that meet unmet medical necessities, Pfizer recognized the need to increase facility capacity and production throughput at its Sandwich, UK facility, which has new capabilities coming online and an increasing demand year after year.

The 2021 Tauber Team focused on improving facility efficiency and overall manufacturing capacity and throughput by rationalizing non-manufacturing activities, maximizing resource utilization, and optimizing workforce skillsets. Based on an analysis of current state operations, the key improvement opportunity areas addressed the facility system’s bottleneck, cleaning queue throughput, and technician capacity. The main recommendations included hiring an additional cleaning resource, implementing a space dedicated for drying equipment, and creating an additional cleaning shift in current operations. The team also recommended several changes to technician team scheduling and working dynamics, cleaning practices and organization of tools, technology utilization, more accurate data collection methods, and cleaner training program enhancements.

When implemented, the Tauber team’s recommendations will enable a 125.43% increase in cleaning queue throughput and a 38.28% increase in technician capacity - time that can be dedicated to manufacture and strategically complete non-manufacture activities. These recommendations will save Pfizer a total of $5.07M through manufacturing process increases and saved labor costs. These projections are derived from current state documentation, technician and cleaner interviews, a real-time piloted data collection system, and previously existing facility data. Some of the results were confirmed by data collected during a 5-week pilot that tested the validity of a subset of recommendations. These impacts will enable Sandwich to complete more processes and batches, and thus, deliver more clinical product every year. In doing so, Pfizer can accelerate medicines and vaccines to market, supporting Pfizer’s commitments to meet unmet medical needs through the development of breakthrough therapies and precision medicines.

STANLEY BLACK & DECKER

Industry 4.0: IIOT Machine Condition Monitoring and Analytics

Student Team: Janice (Yin Yin) Lau – Master of Science in Industrial & Operations Engineering Akshay Seth – Master of Science in Industrial & Operations Engineering

Project Sponsors: Nathan Dietrich – Advanced Manufacturing Engineering Deployment Manager Aditya Mairal – Advanced Manufacturing Engineer Ziyan Xu – Advanced Manufacturing Engineer

Faculty Advisors: Lennart Baardman – Ross School of Business Line van Nieuwstadt – College of Engineering

Stanley Black & Decker (SBD) is a $15.6 billion company with 58,000 employees operating in 140 facilities in 60 countries. The company is the world’s largest tools and storage company, the second-largest commercial electronic security company, and a leading provider of engineered fastening systems. SBD’s Industry 4.0 Team leads the efforts to rapidly adopt leading-edge technologies in manufacturing operations and leverage machine connectivity and data analytics to improve overall equipment effectiveness (OEE).

As part of the continuous efforts to improve OEE, the Tauber team was tasked with developing three deliverables to improve machine reliability: (1) use cases around machine condition monitoring with a minimum value of $150,000 with less than 2 years of payback, (2) a data analytics model that provides actionable insights, and (3) a roadmap for scaling use cases across SBD’s sites. The sites in scope were Danbury and New Britain, CT and East Longmeadow, MA.

During the development phase of four use cases, the team interviewed more than 50 stakeholders to understand machine failure modes, their impact on production, and the metrics to watch for condition monitoring. Then, the team developed a Value-Effort Framework to evaluate potential condition monitoring opportunities (centered around vibration, temperature, and current monitoring) on the scale of value generation and implementation effort. Finally, the team created a Savings Flowchart to capture potential saving categories such as overtime reduction, scrap reduction, throughput increase, etc.

When developing the data analytics model, the team applied the concepts of Statistical Process Control (SPC) to analyze machine condition data and establish alert threshold limits. The model results were delivered to the endusers via real-time visualization dashboards. Using the models developed, the team successfully indicated several instances of premature machine failures and enabled an effective maintenance responses.

Lastly, the team created a scalable roadmap that documents the step-by-step approach for how the use cases were developed and how the model can be generalized. By implementing the use case developed by the Tauber team, Stanley Black and Decker would be able to achieve over $180,000/year in savings with less than 2 years of payback, preventing more than 1300 hours of downtime and more than $2 million of production loss.