Thank you again all for joining us.

Good evening.
And

we are to interface with your
continual process through the project.

My name is Iran we're down to join them.

I feel the cause of all the cals
human Sarah Bradley and

Kevin chat are also delighted to be joined
by Kline sponsor tonight Chris Kirk

a senior V.P. of operations and
unfortunately faculty advisor Dr in

our custody just not make and
I have many thanks to her for her help and

guidance and because of the interface
is the world's largest modular

carbon capture in our project is based out
of the facility in West Point Georgia.

This was Sylvia seen at three hundred
fifty percent increase in small size

orders in the last ten years in the last
year it saw as an estimated five weeks of

the net demand value that fourteen million
dollars in profit as a goal of increasing

output by forty percent to six hundred
thousand square yards per week and

recently has purchased eight additional
talking machine or large machines

that are part of the symptoms that brought
us on to this project were eight million

dollars in overtime expenses thirty
percent utilization of their topping

machines and of their training about
a fourth of the orders around and

we investigated the root cause of these to
be involved like your preparation a lack

of physical space across the facility and
slow it's often a schedule

we design through deliverables Why do you
prevent directly related to the bottom

of your preparation process we're going
to do actions based on a simulation and

the schedule of our project derives
its value in three key areas two

billion dollars in annual savings increase
of that city by about twenty percent and

decrease of late orders
eighty five percent interface

sees about a billion dollars of
revenue and you leave it worldwide and

over eighty percent of the products
are going toward all of North American

production it is based out of southwest
Georgia across two facilities and

the racing Anderson facility
in the one we're focused on.

And West Point Georgia
wondering this facility

currently operates twenty four hours
a day on Monday through Friday and

see significant overtime
expenses over the weekend for

a little more detail on the your to
meal process specifically R.C.A.

your initially comes into the facility in
about ten pound packages where it's stored

in the warehouse until it's released or
when it's released to the floor and

either could be used to the winding or
the loading station.

The majority does go to winding or

picture you can see these large
packages in order spool down into

smaller packages or yarn to be used later
in the process from there it either.

Continues to loading or the majority
of which goes back to the warehouse

before the orders release
to the floor loading

these packages are loaded onto the Creoles
which picture here you can service between

the mobile units that transfer you
aren't across the facility and

together the winding and the loading
stations comprise the operation station.

So the grills the room on the top to the
schools are focused on two large machines

of a school or sewing machines that
are out of carpet and the carpet continues

to lay ticcing though that's out of scope
for our project the news yarn is either

a going to waste or B. The majority of
which ninety percent goes to our coding

which is the process of reclaiming that
yarn to be used in future orders and

that yarn is stored in the warehouse
the primary causes for

the process imbalance in the cities
are seeing our aid has increased

in small size orders three hundred
fifty percent in the last ten years and

this is coupled by an increase in
unique styles across all the products

one hundred thirty percent
in the last ten years.

The primary effects of these
are a bottleneck in your preparation in

the past your preparation.

Excuse me that the median was over
the right side of the graph or

targeting took longer
than your preparation and

this wasn't a problem as you can
see over the last ten years and

shifted toward the bottom line is that
your preparation is taking longer than

typing causing the bottleneck for smaller
runs sizes and lastly constrained space.

The facility simply has limited space
to expand background limited scheduling

capability right now the largely
manual process is causing problems so

about the most scheduling scheduling
that's only done twice a week and

six percent of the orders being expedited
together these problems are putting

into interface our state and
essentially a fire fighting mode.

There are just orders on the floor
among the number stations and

they're turning up for the orders around
of the three deliverables we design

the first one planning for calls you can
see here on the line and stations and

again these are the stations I think is
large cones of different school it down to

smaller all the yarn that goes through
winding sixty percent of your yard Bradley

yard and forty percent of reclaim your
yard there's already been due process and

all the whining is the bottleneck.

There is a significant opportunity to
increase throughput at the station.

Our team perform forty hours of
time studies to really understand

what's causing the downtime
of the stations and

what we found was that on average the
cycle time for winding is fifteen minutes.

All that fifteen minutes
on ninety minutes of time.

The key contributors down
time are the changeover

mending of your race all are down time and
Dr Dark time off.

Time is the time it takes for the machine
to switch I'll finish dotcoms and

put in you and get up the first barrier
for improvement is to reduce or

change over time change or can be reduced
by handling warehouse logistics of by

the floating operator and
by to ensuring that the creel cones for

the next run are loaded before the one
finishes this area for improvement will

reduce cycle time from fifty eight
minutes down to fifty three minutes and

the second area for
improvement is to reduce your rate cut

your rate time can be reduced by mending
these your brakes immediately and

not allowing them to
cause additional down.

Again for improvement will furthermore
reduce cycle time from the once fifteen

minutes to thirty area for
improvement is to reduce other down time.

More specifically to become empty
cones need to be still running

as opposed to ward off and again this area
for improvement will reduce cycle times

down to fifty one minutes applying
these three areas for improvement.

The change over the arms race and
loading of empty cones intervention expect

to reduce winding cycle time anywhere
from six percent to fifteen percent

actually focused very
narrowly on the ball and

we don't want to see
the implication superior system.

Therefore we created a simulation
which gave you a lot more about how we

designed the simulation in SR which is a
software package for science communication

in here you can see how the process
mimics what we explained earlier so

it's very similar to the process we
explained earlier again here orders

are created to mean actually run science
which is a machine which you can go.

So in order to run build
a simulation first we collect

the data from two thousand and
eleven two thousand and

eleven was a very comprehensive set of
data and even that was the complete

Next we proceeded to run the model we
read fifty replication approximately

a year one time as well as a year
over after this we validated.

We made sure not only that implants.

Equal out but also we validated
the data against the values

to match as well as partial twenty data
which was independent from anything we

input into them and so here we have
the current state of the facility.

The main sequence from this graph is it
currently is of maximum capacity on the X.

axis we can see the demanding the so

we increase pressure into the system and
we can see the throughput increases only.

However there is a large
trader as lead time.

Increases that are much faster.

Obviously the client does not
want to sleep but also we see and

when you say she's extremely high.

It's almost a hundred percent again just
confirms our initial assumption that

the one I'm sorry
the bottleneck isn't what.

So in terms of our overall
goal of the solution.

We wanted to test a few scenarios so
the first point is a current state

without any changes which
is what we just discussed.

Next the client the client has talked
to arriving to the facility and

they plan to recapitalise or so

off to receive our recommended plan
is very similar to the client's plan.

However we plan to be capitalized
to with Vishal talk to machines

which are lower utilization and
with that extra space generated at

two additional winding cells as
well as an additional loadings.

In here we depict the different scenarios
we tested with the simulation so

each box is a different scenario for

example we see here that eight when
you sell your current capacity.

You can plan.

They're losing.

About four hundred thirty thousand for
your program.

If they ask you from one source to bring
you up to ten they can actually produce

four hundred fifty three thousand
square you really this is good.

However if fall short of their goal of six
hundred thousand where it's probably next.

When you look at the client plan
again when you talk to machines

they can actually produce five hundred
seventy thousand spurious approach.

However this is even feasible given
that the top just coming in they

would have noise free space for
the extra ones.

Next time you look at our recommended
plan we see on the bottom X.

axis the decreasing winding
cycle time that would result

from improvements in style and their
decision of what we can see that in a good

case we can use when you decrease when
you cycle them by six percent and

in a best case we can bring
that up to fifteen percent

focusing specifically on the top three
cases because the most the most powerful.

We can see that in the six
percent six percent

that your book is The three over
six hundred thousand words and

the best six hundred sixty five thousand
points and get this all falls of

the finds of six hundred thousand Koreans
program specifically to be conservative.

We're focusing on the six hundred thousand
square foot we especially as it relates

to the clients to the clients so focusing
on this case we can see how time it starts

percent actually decreases
with our recommended plan and

if you take that all the way
up to forty percent.

We can actually increase throughput
by forty percent isn't zero percent.

We talked about seventy production.

However moving on our minds
interested in shifting back to only

sixty production schedule shifting back
production eliminating some This would

reduce over time expense recommended
scenario we can actually increase

by about twenty percent about five hundred
seventeen thousand really increasing

and so to summarize our plan
is to recapitalize up to

bring the total up to four as well as
invest into additional ones and additional

conservative estimate we plan to decrease
one cycle time by about six percent and

all of these together from a seventy six
day production schedule which will allow

savings over time as well as an increase
in maximum capacity to about five hundred

seventy thousand workers and now we're
going to shift gears a little bit and

Sara is going to talk about this run
mentioned earlier in the presentation our

client is really turning about
twenty percent of their or easily

to the uninsured way
which we think our teams.

Significant potential here.

The scheduling tool our
scheduling told him but

such a machine your machine times and

runs the time which wasn't
previously considered a reference or

a series of heuristics the output
which is a schedule of sequence jobs.

Now if you're sick every tool takes
a broad tax policy about two thousand and

sorts and over and
earliest you get this large list and

then broken down into smaller
list based on machine types.

They're then selling to tens of those most
respected machine types a very volatile

one of those tanks of insults
of all you can count units with

about seventy to two hundred orders
pending on the scheduling right.

We then look specifically at the due
date and we group all the runs in

place by stimulating for
each of those groups to the same date

we look specifically at the lines and give
them a loading time and it stops in time.

Once we've done this we run it through
Johnson them to reduce the make span

of producing the runs on the lists and
once we've completed the room.

We then can talk to the results of that
and the output becomes our schedule and

Stephen chops to look soft for a major
character trait first which I mention

with a flexible schedule and Horizon or
to have the ability to change the horizon.

Depending on a crime scene and
also as a kid experience.

How many machines are on the floor and the
processing rate of each of those machines

and so also the chip really smart and
tough the machine is down as Ron mentioned

in your answer carve it is important
to know when the to increase schedule.

What shoes are available.

Lastly we have to prioritize orders and
also mention our

clients is a lot of expediting orders this
talk is in the days order and push it

through the schedule scheduling full time
using our tool is very straightforward.

Quite simply have lots of rock type style
which is lame and I think currently for

their schedule and

running through our tour the outlet
in place is an X.L. Thank you.

I know such as that's made it looking.

So isolated Lonestar time and time talking
start time and time when he announces

on our tour we need to test cases from
two thousand two thousand and eleven and

from our lives we need some sense that raw
material is always available on the set

up time is negligible and the schedule is
followed exactly the percentage of test

pieces showing reduction targets
about eighty five percent.

We have a limitation and improvements
in not considering changes made after

the cancel Israelis are still compared
to the current patient about eighty

five percent reduction
percentage Exactly and

a forty five percent reduction in the
average tardiness I'm just going to hand

over the columns That's why I just
think back to initially years of proven

over time expenses limited
capacity weight orders.

All right.

Recommendations the rules
address these issues and

the product drive value from three to two
million dollars an annualized savings

an increase in maximum weekly capacity
of sixty five thousand square yards and

up to eighty five percent decrease in late
orders looking more at the two million

dollars a five year average
is Asian period and

purple on the top what you can see what
we benchmark the recommendations awful in

orange you can see the value of our
recommendations for things that we

consider where investments to move in cost
of all machines decreasing the annual

overtime expenses as well as the increase
in labor expenses to facilitate or

the new winding sales increase in weekly
capacities of significant value for

the client as we are currently seeing
unmet demand due to their life.

That's again this additional capacity
can then be converted to sales and

again in the five percent reduction.

This and the scope of our work.

However we did interface medicinal
areas to consider in the future

of these are here we'll be happy
to take any questions now.

Being submissive to
repeat this question to

ask what kind of them would just
give you the supreme power use but

you don't know if you're
there because the things

you want guesses on
which additional Are you

so the question is how much additional
revenue would be generated from

the additional capacity if that if you
did the entire sixty five thousand square

yards realizable increases in
approximately eighty million dollars per

year that didn't turn
the profit over twenty million.

However we like you conservative
little of all this is realizable

of the different is considered
currently facing life with us and

that answer the question here for
yourself.

So to your question you asked like how
we deal with our supporters basically

would you vote for your beautiful up and
start us off it off the bottom

when you keep the problem that you have
a soft office tonight Anderson like a sore

thumb some sort of you get if you stop
this sort of thing you hear of it.

We're all of us and after you finish
telling us will be like I like you right

in the middle of the operation and
the results of the answer.

So to answer the question of

the recommendation is all around and

I think maybe Chris could talk on
behalf of this with some news here is

where we train to do studies and answer.

Most of the three times I

work with the professor greats of
fortune they're in the right direction

and these

things were right.

So the question is why is this space so
important for the client and basically

coming in there.

However in this mine

are what we consider to be the bottleneck
inside the facility and we can't

in terms of increasing
out without adding in

our recommendation recapitalizing or
selling off the top.

That's Thank you.