Applying Lean in a Military Environment

Major Pat Burns REME MSc CEng MIET SO2 Engineering Standards (Plans)

HQ Director Electrical and Mechanical Engineering (Army)

Agenda

• Background• Lean in REME• Examples• Achievements • Challenges• Next steps

HQ DEME(A)

Supporting Equipment Capability in the Army

REME’s Mission

“To Keep Operationally Fit Equipment in the hands of theUser”

“Keeping the punch in the Army’s Fist”FM The Viscount Montgomery of Alamein

On Operations

In Barracks

Garrisons

Falklands

NepalCyprus

Germany

Gibraltar

Brunei

Military Assistance

GeorgiaBalkans

Operations

SierraLeone

NI

Congo

Kuwait

Afghanistan

Oman

REME Deployed (As at 1 Feb 08)

Iraq

Background - E2E Lean Pilots

• Land Depth Pilot Study - Warrior• Lean Warrior Depth Maintenance at ABRO• Effect• 45 Warriors returned to the Field Army• £1.5m saved on Materiel• 15-20% savings on labour demonstrated

Land Rebalancing Objective• Reconfigure logistic support to meet better the needs of expeditionary operationsActivities• Introduction of PEPs• Rebalance unit and formation ES and supply assets• Apply Lean techniques to 1st/ 2nd Line ES processes

• Rotary Depth Pilot Study – Lynx Depth• Lean depth support for Rotary Wing on-aircraft support at 7 Bn REME• Effect• Demonstrated potential to reduce manhours required by 21-39%• 16 aircraft liberated for front line

DMB Jul 03: “The tools and techniques of lean process design are to be applied to the End-to-End logistics support chain”

Areas Where Lean can be Applied to Equipment

Support

LONG TERM SUSTAINMENT

Base Overhaul

Modification & Upgrade Programmes

MEDIUM TERM SUSTAINMENT

BATUS Winter Refurb Programme

Operational Roulemont

INTER-MISSION EFFECT

Pause Between Tactical Engagements

IN-MISSION EFFECT

During Tactical Engagements

Freq/(Depth)

10 – 15 Years

(4 – 6 months)

Annual

(1 – 4 months)

2 – 3 days

(12 – 24 Hrs)

6 – 8 Hours

(2 Hours)

Lean CharacteristicsInput, Output & Processes Predictable & Standardised

Highly Unpredictable – one off repair

Civilian

Civ/M

ilM

ilitary

√

√

√

√

√

Why Implement Lean?

• DEME(A) Development Agenda• Force Multiplier

– Proven Effectiveness – Applicable at all levels

• Training– Focused Training Opportunities– Known work content linked to competence– Real engineering opportunities for problem solving

• Efficiency– Improved processes– Reduced throughput time– Improved quality– Spares (less usage, better forecasting, link to PEPS)– Reduced inventory levels (eventually)

} = Increased Productivity

Lean Implementation in REME

End state: Lean thinking is used routinely throughout REME to maximise operational effect and improve the performance and quality of life of REME people

• Year 1 - Experimentation• Year 2 - Implementation• Year 3 - Consolidation• Year 4 - Adjust• Year 5 - Sustainment

Current Position

Lean Implementation Plan

HQ DEME(A)’s Implementation Plan enables a small team to deliver lean against 4 key lines of development.

Policy

Training

Lean Activities

Information

Lean Implementation Team

HQ DEME(A):SO2 Eng Stds - Maj Pat Burns(94251 2622)

REME Arms School:SO2 Lean - Maj Dave BurgessWO Lean – WO2 (AQMS) Proctor(94251 2519)

Implementation ….

The Challenge

LEAN

Lean Principles

Lean Tools:• Waste Awareness Tools• Workplace Organisation• Visual Management

Lean Techniques:• Flow Lines• Pit-stop

To this (continuous flow):Work Element

1Work Element

2Work Element

3

Dispatch

Men &Stores

•Demand driven•More efficient•Known repair depth•Training•Known resource requirements•No in inspection

StoresDemand 2

5

4

1

3

Inspect Repair

From this (spec repair):

Inspection

•Inspection intensive•Unknown resource bill•Inefficient•Frustrating

Men &Stores

Men &Stores

Repair

Flow Lines

Example 1 - BATUS Wksp CRARRV Refurb VSA

Visible Senior Commitment - brief to Command Team

SO1 G1/G4

QM Tech

OC Wksp

OC 105 Sqn RLC

Example 2 - Preparing DROPS for WFM Storage

Solution: 4 Bays x 4hr Takt

= 16 hrs TRT

2 lines, 14 men per line, 8 hrs prod per day = 4 vehs per day

Task: Prepare 101 Log Bde’s DROPS vehicles (91) for storage in TFSU Ashchurch by 4 Aug 06 and the remainder of 3 Div’s DROPS by 24 Sep 06.

Preparing DROPS for WFM Storage ….

Automatic replen of lineside spares buffer

Lineside spares buffer & STTE

Example 3 - WR Inter-Mission Rehab Using Pit Stop

• Think World Rally Car• Highly trained people• Specified tasks• Right tools• Right spares

ALL IN ONE PLACE…. CONCURRENT ACTIVITY

Analysis

45

15

30

15

15

30

15

30

15

60

75

45

45

30

30

30

15

30

30

30

30

45

•Gunners seat

•Commanders seat

•Hatches

•Turret external

•Firing circuit

•Traverse

•Commanders Raven sight

•Drivers ay Peri AV No.44

•Drivers Night Peri II L7AI

•Gunners Raven sight

•Drivers hatch

•Section periscope No. 30

•Rear door vision block

•Front of vehicle

•Sides of vehicle

•Rear of vehicles internal

•Drivers compartment

•Top of vehicles

•Front of vehicle

•Turret periscope No. 30

Armourer

Tech Elec

VM

TradeManpower requirement

Estimated repairtime (mins)

•Rarden

•Rear of vehicle external

Task

2

3

2

1

1

1

1

1

1

1

1

1

1

1

1

2

1

1

1

1

1

2

Work Balancing – Bay 1

Service Drivers Seat & Refit Pack

Clean & Service Seat

Belts

Rear light board brushes, Rear door wading catches & hinges

Check Mirror arms

Rear door

seal, rear bins

Renew in line fuel

filter

Running Gear incl Top Rollers/

Towing BollardsVM4

Check

rear door ram

Top up all damper

reservoirsCheck & Adj Brakes

Clean all

quick releas

e / reconnect pack

Change Fan

Filter

Check Mortar Hatch

Seal and hold open

device

VM3

Refit pack & Check

emergency Brake

Run up pack to working temp & check for leaks and gear operationChange Oil / Fuel / Trans Filters

Drain Eng / Trans

OilCheck Comd

Emergency Stop Operation then

Remove Pack / SG Check/Hull

Compartment check

VM2

Replace

Drivers Seat

Clean / renew fuel

sock / Battery tray lanyards &

pins

Service drivelineTop up eng/fan/trans oil

Remove Drivers

seat

Running Gear / Towing Bollards/

Track GuardsCREW1

(n)(m)(l)(k)(j)(i)(h)(g)(f)(b)(a)

180165150135120105907560Time minsSer 1515 30 45

(c) (d) (e)

Periscopes L7IIA & No

44

Rear Comp (RVB)

Dvrs HatchTasks as identified by electrical checks / sights.

Electrical Function Checks

TECH3

Turret Periscopes No 30 & 40

Rarden + Chain Gun

Cmdrs

Raven Sight

HatchesCmdrs SeatBuffer CheckARMR2

Turret ExtRarden + Chain Gun

Gnrs Raven Sight

Turret Interior

Gnrs SeatTraverseARMR1

(n)(m)(l)(k)(j)(i)(h)(g)(f)(e)(d)(c)(b)(a)

180165150135120105907560453015Time mins

Ser

Work Balancing – Bay 2

Ex UHLAN EAGLE Oct 05

Two vehicles at a time, 3 hour Takt time, 2 x takts.Crews swap over after 3 hrs to other vehicle = 2 Warriors serviced every 6 hours. In this case 4

vehicles complete every 6 hours.

Examples of Lean Activities• REME Battalion completed wheeled vehicle winter repair in Canada

2 weeks early in 2007 using flow lines

• BATUS Workshop reduced CRARRV refurbishment from 20 to 8 days 2007

• REME Battalion fitted Urgent Operational Requirements (modifications) to vehicles in Iraq using flow lines 2006

• 1 Kings REME – increased combat effectiveness of a of an armoured infantry unit (inter mission rehabilitation) by 16 -18% in 48 hours using pit stop Canada 2007

Examples of Lean Activities

• REME Battalion used VSA to reduce average armoured vehicle power pack regeneration time from 35.7 to 29 hours and freeing up manpower by 20%

• Centralised repair facility in Iraq increased throughput, reduced Equipment Support footprint, which allowed soldiers to be released from theatre

• Forward repair teams using pit stop in Afghanistan to maximise equipment availability in hostile and isolated locations

Lessons Learned

• Role of leaders in planning and problem resolution• Training is critical• Detailed planning is a crucial enabler – must invest

time up front and remember needs of soldiers• Timely provision of spares is critical - data capture• Facts are key - output standard• Challenge everything – not natural• Enthusiasm can lead to wrong outcomes• Lean is a long-term campaign – must maintain

momentum and monitor buy-in and competence• Must stay focussed on ‘Continuous Improvement’

Challenges

• Change management• Buy in:

– Top level– Middle– Shop floor

• Maintaining competence• Mission Command versus Continuous

Improvement• Operational environments• Sustainment

The Next Steps ….• Develop capability:

– Improve buy-in through focal group– Exploit Lean trained personnel that are embedded in

core business across the Corps– Continually review and develop training

• Continue to develop ES Materiel procedures

• Collate, validate and mandate best practice

• Maintain BATUS as an exemplar ES organisation

• Broaden the use of lean by identifying further opportunities ….

Closing thought -Rehabilitation Using Pit Stop

• Think World Rally Car• Highly trained people• Specified tasks• Right tools• Right spares

ALL IN ONE PLACE…. CONCURRENT ACTIVITY

Pit Stop KajakiPit Stop Kajaki

Plan/Rehearse

Deploy

Execute

QuestionsQuestionsMajor Pat Burns - 0118 9763622

Pat_burns13@hotmail.com

Lean in REME

Arte et Marte - By Skill and by Fighting