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Lean Repair Excess Material Kaizen Trident Refit Facility

Lean Repair Excess Material Kaizen Trident Refit Facility. Presenters: Tom Sweeney, Ed Victoriano, Wayne Collier Lean Coordinator: Wayne Collier 31 Jan 06. Reduction of Excess Material

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Lean Repair Excess Material Kaizen Trident Refit Facility

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  1. Lean RepairExcess Material KaizenTrident Refit Facility Presenters: Tom Sweeney, Ed Victoriano, Wayne Collier Lean Coordinator: Wayne Collier 31 Jan 06

  2. Reduction of Excess Material Review the material processing value stream from ordering through job completion and associated material reconciliation Project Goals: Support production process flow Minimize excess material in plant stock Minimize unused material returned to RAM Review material support process. Identify and implement improvements Identify best practices Schedule and complete roll out of best practices to all shops Create methods to sustain improvements – i.e. incorporate excess material identification in 5S audits Apply lessons learned to other processes – i.e. tool issue and return, weight test services… Excess Material Kaizen

  3. Project Leaders: Wayne Collier, Jill Winkelman (GT – MEP), Derek Woodham (GT – MEP) Projects: Optics Supply-Receiving Lagging Shop Excess Material Kaizen

  4. Material Inventory(as of 31 Dec 05) • Value of material ordered, but not received for work that is complete in the system of record (NEMAIS Report 600-9 equivalent) • $ • Value of material in inventory unassigned to any project (NEMAIS Report 600-50 equivalent) • $ • Value of unassigned material in inventory held more than a year (NEMAIS Report 600-18 equivalent) • $

  5. Changes: PEBs (Pre Expended Bin) maintained by Supply in the shops Point of Use for PEBs Kanbans End of refit reviews of excess material between Supply and Production Shops Planner presses buttons on AWR – can’t order material in replenishment system Results: Reduced Inventory Saved square footage Trust in Supply More VA mechanic man hours with reduction in supply related work Excess Material KaizenProcess Changes Made

  6. Lean MaterialInitiative Local lean methods used to minimize excess material in plant stock • Eliminate excess material • 5S, Kanban/Pull systems, Point of Use Storage Local lean methods used to minimize material transfers to Residual Asset Management (RAM) • POUS stock, and communciation between planners and shops on material availability for future use

  7. Example of Kanban Our local example(s) of a demand pull, kanban system: Recommended best practice?

  8. Excess Material Kaizen Pictures

  9. Lessons Learned: Lack of a Supply process value stream understanding by the shops led to a systematic, well-intentioned, vicious cycle of creating gold piles at point of use. In turn, cycle eliminated part numbers/replenishment system activity in Supply due to the lengthy intervals for re-order. Shops were spending a lot of time doing Supply related functions instead of their value added work. 5S has helped establish defined locations and minimized the number of locations for material in shops. This has reduced inventory, NVA search-for-parts time, increased confidence in supply, ease of Kanban/PEB implementation. Sustaining and identifying further improvement occurs as a result of 5S auditing system. Supply-receiving functions have eliminated several duplicative receiving tasks in own department. Supply-receiving, with the help of IT, has improved IT systems to reduce data entry time. Status of info in IT system has reduced man-hours in the shops and receiving for looking for parts _____ Material was found in the receiving flow, adding to the lead time of receiving (Navy-Customer owned material being received for repair, material that could be delivered to point of use – credit card…) Recommendations: Continue to roll out PEB and kanbans throughout shops Give Supply a round of applause for expanding lean-type activity beyond formal Kaizen events delivering results even better than projected in the initial Supply-Receiving project Incorporate reasoning behind established replenishment systems in employee indoctrination to help prevent the nature of gold piling instincts. Train 5S auditors and incorporate auditing for excess material into the 5S auditing system Further evaluate material return policies and administrative processes in the Supply system for more flexibility Excess Material Kaizen

  10. FY06 Lean Program Overview

  11. Preparation for March IPE VTC • [Report status of placing IPE inventory in electronic format – will discuss at March 06 VTC] • [Report status of IPE budget submission in CP for POM-08]

  12. Other Items to Report • TRFKB has identified the need to provide 5S auditor training for their 5S auditors with the purpose of: • calibrating 5S auditors and audit outcomes • adding to the momentum of the 5S auditing system and • improving the effectiveness of 5S auditing.

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