Process and Manufacturing Improvements through Consolidation for Legacy Products at Boston Scientific Dorado

Abstract

Boston Scientific, a global leader in manufacturing, employs over 29,000 professionals and prioritizes the quality of its products. Among its offerings, the Fine Line product has experienced a decline in demand, prompting the Industrial Engineering Department to develop strategies to optimize production processes, consolidate resources, and reduce spatial requirements. This Capstone project evaluates the Fine Line Production Line by analyzing its processes, layout, and production time to identify opportunities for improvement. Through the application of tools such as Voice of the Customer (VOC), Critical to Quality (CTQ), and the Project Charter, the Define phase highlighted key objectives. The Measure phase utilized spaghetti diagrams, process flows, workstation assessments, and time studies to identify inefficiencies and redundancies. The Analyze phase revealed potential for consolidation of equipment such as ovens and lasers, leading to improved utilization and waste reduction. Two layouts were proposed in the Improve phase. The first, focused on Fine Line, frees 369 square feet with a payback period of 3.79 months. The second, encompassing both Heart Failure and Fine Line products, optimizes 449 square feet but requires greater investment ($65,000) and has a longer payback period of 5.79 months. Despite the higher costs, the second layout is recommended for its capacity to accommodate new product lines. Finally, the Control phase outlines tools for ongoing monitoring, enabling Industrial Engineers to reassess and adapt manufacturing spaces in response to future demand fluctuations. This project underscores the importance of strategic resource consolidation in maintaining operational efficiency and readiness for product innovation.