Terumo Cardiovascular Systems: Oxygenator Production Improvement

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Terumo Cardiovascular SystemsOxygenator
Production Improvement

• University of Delawares Senior Design Team
• Tom Craig
• Mike Giuliano
• Ronit Lilu
• Chase Ross
• Kate Staley

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Description of Project

• Project Goals
• Improve the efficiency of Reservoir Assembly
  production line via reduction in downtime, change
  over time, and cycle time.
• Employ lean manufacturing techniques from the
  ground up such as participation in a Kaizen event

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Assembly Line
Reservoir Inspection
Lid Assembly
VR Station
CR Station
Leak Tester
VR
CR
Lid
Final Assembly
Lid Line
Jig
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Current Floor Layout vs. Future Floor Layout
Reservoir Assembly Table
CR
VR
Lid Line Assembly Table
Product Flow
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Lean Manufacturing Techniques

• The Kaizen event
• Attended a meeting with representation from
  operators, manufacturing, production supervisors,
  engineering, and plant leadership to discuss
  improvements
• Time study
• Spaghetti diagrams
• Value Stream Mapping (VSM)
• Value Added, Non-Value Added Time

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Customers Wants

• Customers Terumo Management, Terumos Floor
  Staff, Surgeons, Hospitals, Patients

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Metrics and Target Values
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Current Floor Layout vs. Future Floor Layout
Product Flow
Reservoir Assembly Table
1 Pass of 3 Steps
6 Passes of 3 Steps Each
CR
VR
Lid Line Assembly Table

• VR walking distance/day 6.6 miles
• CR walking distance/day 1.5 miles

• VR walking distance/day .5 miles
• CR walking distance/day 0.3 miles

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VR Current State vs. Future

• Current State

• Future State

Time Saved mostly due to table redesign and
offline production Walking Time - 6.3 seconds
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VR Concepts

• Rotate lid assembly table and align it with
  Chemical Table
• Redesign Chemical Table and L it with the
  assembly line
• Design and manufacture additional jig
• Take wings off jigs on table
• Sensors on bins to force order

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CR Current State vs. Future State

• Current State

• Future State

Time Saved 9.9 seconds reduced time through
elimination of walking (moving caps) and addition
of the chemical sensor. Note Increased VA time
due to addition of inspection tasks
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CR Concepts

• Move caps down to reservoir inspection
• Time sensor for chemical dipping
• Move CR cart closer to operator
• Increase inspection duties

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Reservoir Inspection Current State vs. Future
State

• Current State

• Future State

Reduction in Inspection Duties Line Balancing
Additional responsibilities (placement of 6 more
caps)
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Proposed Floor Layout
Table at VR Station
Table at CR Station
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Final VR Table
Tricots
Drainage cages
Fume hood
Small tubes
Large tubes
Jig
Position forcing tray
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Preparation before Implementing

• Risk Analysis
• Met with a team of Terumo associates including
  engineering, upper management, quality manager,
  and manufacturing associates to assess risk via a
  Terumo Risk Analysis template.
• Given GREEN light to go ahead
• Update Standard Operating Procedures
• Drafted changes to the SOP via text and pictures
  which was then reviewed and approved by Terumo

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Implementation/Testing

• Off-line implementation
• Operator at Terumo tested the new set-up of VR
  table on manufacturing floor to make sure
  everything easy to reach and functions well.

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Implementation/Testing

• Parts were loaded into bins to test how much they
  hold.
• Improvements
• Tricot and drainage cage bin sizes increased to
  increase capacity
• Positioning adjustments made

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Performance Metrics
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Path Forward

• Terumo will manufacture the new bins for the
  increased capacity and new arrangement.
• Design can then be implemented on the line.
• Additional time studies and spaghetti diagrams
  are recommended once implemented on the line.
• Sensors will be implemented at a later date by
  Terumo.

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Project Cost
Note Terumo will use their own Machine Shop to
manufacture the jig and VR Chemical Hood. Team
will use UD Machine Shop to manufacture bins.
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Revenue Analysis

• 15 additional units/hour
• 30,960 additional units/year
• 12,384,000 additional revenue/year
• 1,145,520 additional material cost/year
• 11,238,480 net gain/year

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Project Summary

• Lean manufacturing techniques such as VSM used to
  increase efficiency of manufacturing process
• Improved ergonomics for operators
• Maximized space used
• Decreased cycle time
• 11.2 million net gain/year

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Questions?