lean - sae international · installations who facilitate lean events in both the industrial and...
TRANSCRIPT
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GEN Kern’s Memo, 20 Aug 02 – Creating
Lean—A Mgmt Tool for the Future
The Beginning….
“…there is
potential for
great progress.”
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To put out a fire?
WHY DO LEAN EVENTS?
For performance appraisals!
Misconception!!
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REAL REASON!!
IMPROVE QUALITY
REDUCE COST
QUICKER DELIVERY
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FOR THE WARFIGHTER
Put picture of soldiers here!
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Reduce costs
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VISUAL MANAGEMENT
BEFORE AFTER
ANDON LIGHT
STANDARD WORK
PROCESS TOOLS
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# of black belts
# of green belts
# employees trained
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Strategic Plan
CO on Lean Event
CPI for Leaders
Strong Leadership Support
Employee buy-in
New Employees
Incentives
Effective Lean Events 5 Simple Questions
Group Award
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1. Why are we doing this event?
2. What metric/problem do we hope to improve/solve via this
event?
3. What’s the baseline of the condition?
4. By how much do we expect to see that metric/condition
improve as a result of this event?
5. What data source will we measure ourselves against?
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Monitor progress
Ensure sustainment of improvements
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Level 1: 45 Day Follow-up Meeting
Level 2: 30, 60 and 180 day audits
Level 3: Monthly Lean Sustainment
Command Reviews
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One of our most effective lines of attack
to ensure we move the needle on our
metrics is:
Lean Sustainment
Command Reviews
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Monthly Meetings
Command Group & Directors
Review Quad Charts & Action Plans of VSAs
LEAN SUSTAINMENT COMMAND REVIEWS
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Quality
Repair Cycle Time
Labor Hours
Hours
Cost
QUAD CHART EXAMPLE
* Data sources: D/PM for Cost, Delivery, and Labor Hours ; LMP Transaction ZQM_ATTR for Quality Time Frame: Dec 08 – Oct 09
$0.0M
$0.2M
$0.4M
$0.6M
$0.8M
$1.0M
$1.2M
$1.4M
$1.6M
$1.8M
Co
st
pe
r U
nit
Completion Date
Unit Funded Cost(less NOR)
Actual Cost Act $ > UFC (less NOR) Act $ ≤ UFC (less NOR) UFC (less NOR) 4 System Moving Avg.
0
100
200
300
400
500
600
No
. o
f D
ays
Completion Date
Repair Cycle Time(Induction to Completion)
RCT RCT > Std RCT ≤ Std Standard RCT 4 System Moving Avg.
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
Ins
pe
cti
on
Pa
ss
%
Completion Date
Quality
Inspection Pass % Pass % < 90% Pass % ≥ 90% 4 System Moving Avg.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Ho
urs
pe
r U
nit
Completion Date
Labor Hours
Direct Hours Charged DLH > Std DLH ≤ Std Standard Auth Hours 4 System Moving Avg.
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Have we
refocused?
Are we
achieving
successful
results?
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Defense Secretary Robert M. Gates Memo - Aug 2010
―Redirect overhead & support resources to more critical mission areas….‖
―Move our defense enterprise toward a more efficient, effective and
cost-conscious way of doing business…..‖
Today we are supporting….
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Purchase Request Process
Paperless Travel Vouchers
Customer Satisfaction Program
Employee Pay Out
Visitor Process
Fixed Price Exercise
AN/TSC-154
AN/TYQ-23
AN/ASM-146/147
LEAN EVENTS
$ 24.1M – Financial Benefits
No full-time OSD
created civilian
positions to replace
contractors.
Reduce by 25%
funding for
advisory studies.
Reduce 10%
funding for
assistance
contractors.
Reduce 10% funding
for service support
contractors.
Developed & conduct
our own in-house courses. …….. ……..
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As we continue to reduce
Costs $$$
Repair Cycle Time
and
Improve Quality
WE ARE BACK
ON TRACK
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A LITTLE MORE ABOUT GOOD
IDEAS AND SHARING!
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Lean
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CPI representatives from U.S. AMC Industrial Base
Installations who facilitate Lean events in both the
industrial and administrative areas of our
installations.
U.S. ARMY MATERIEL COMMAND
DEPOT & ARSENAL PROCESS
IMPROVEMENT TEAM
AMCOM
Corpus Christi Army Depot
Anniston Army Depot
Blue Grass Army Depot
Sierra Army Depot
Letterkenny Army Depot
Redstone Arsenal
Rock Island Arsenal
Tobyhanna Army Depot
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DEPARTMENT of DEFENSE
PROCESS IMPROVEMENT TEAM
Process Improvement representatives who facilitate Lean
events in both the industrial and administrative areas of our
installations. Air Force
Marines Army Navy
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PURPOSE
Bridge the gap between
tactical & operational levels
Define strategic objectives to achieve
DoD’s vision of Operational Readiness
Reach out to the CPI Community
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WHY?? May have
same
problems.
Share best
practices.
ARMY NAVY AIR FORCE MARINES
ENTERPRISE
Eliminate
project
duplications.
Want to transition from departmental silos
to a CPI Value Stream across DOD
Save time
and
resources.
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Share
best
practices!
Share
lessons
learned! Share
challenges!
SHARING! SHARING! SHARING!
MORE REASONS…
Share issues!
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AMC
WORKSHOPS Each
installation
rotates hosting
Held 4 workshops
Jul 09, Jan 10,
Jul 10 & Oct 10
CONDUCT AS A
LEAN EVENT
Long Days….
Great Brainstorming!!
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DEPARTMENT OF DEFENSE
CPI WORKSHOP Great take-aways!!!!
Energy Action Plans
Streamlining the Hiring Process
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OTHER RESULTS
Action Register established.
Benchmarked other facilities.
Lean Facilitator Certification Course developed.
Standardized procedure for calculating financial benefits.
Different missions, different commodities,
BUT same focus – the WARFIGHTER.
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Mission: Provide Superior Logistics Support, Sustainment, Manufacturing,
Integration, and Field Support for Command, Control, Communications,
Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR)
Systems for the Warfighter – Worldwide.
DoD’s Only Joint C4ISR Maintenance, Repair/Overhaul
and Systems Integration Facility