Lean Six Sigma Case Study: MRAP

1. Lean Six SigmaCase Study: MRAP Matt � Slides 1-5 Krista � Slides 6 - 10Matt � Slides 1-5 Krista � Slides 6 - 10

2. 2 Why is Lean Six Sigma important? Purpose: CPIMS � To capture Lean Six Sigma Efforts and standardizing reports Mention: CPI Conferences Contractor: Competitive Advantages, Past PerformancePurpose: CPIMS � To capture Lean Six Sigma Efforts and standardizing reports Mention: CPI Conferences Contractor: Competitive Advantages, Past Performance

3. 3 Meeting Our Nation�s Demand Signal Problem Statement IEDs were causing 70% of the casualties in theater.Problem Statement IEDs were causing 70% of the casualties in theater.

4. 4 Strategic to Tactical All MRAP Players Charleston is the HUB of the MRAP Program. All MRAP Players Charleston is the HUB of the MRAP Program.

5. 5 Initial Surge Exceeded Existing Capacity This is NOT bad. This is to be expected, because this was the largest buildup of military vehicles since WWII.This is NOT bad. This is to be expected, because this was the largest buildup of military vehicles since WWII.

6. 6 Recipe for Success Workers are the key to success! Even though CHS is the �HUB� the team didn�t exclude any outside players. Most outside players moved liaisons to CHS to work directly with the program.Workers are the key to success! Even though CHS is the �HUB� the team didn�t exclude any outside players. Most outside players moved liaisons to CHS to work directly with the program.

7. 7 Lean Six Sigma Line Design This slide is directly showcasing 4 LSS events. The LSS team had to focus immediately on the 2 stations across the 25 lines. The first event identified was a Point-of-Use Hardware 5S Tooling events. The 2nd constraint identified was how the GFE was delivered to the lines. The 3rd events was TAKT boards. This goal was to standardize work processes. The 4th events was to communicate and standardize Quality Assurance Inspections across the 25 lines and 2 shifts.This slide is directly showcasing 4 LSS events. The LSS team had to focus immediately on the 2 stations across the 25 lines. The first event identified was a Point-of-Use Hardware 5S Tooling events. The 2nd constraint identified was how the GFE was delivered to the lines. The 3rd events was TAKT boards. This goal was to standardize work processes. The 4th events was to communicate and standardize Quality Assurance Inspections across the 25 lines and 2 shifts.

8. 8 Lean Six Sigma Status Total Projects Identified 57 7 Projects in progress 44 Completed 6 future events - The next steps were to hold an Executive Planning Session with mgmt to capture the focus areas. - Through the EPS they identified over 50 projects/events which were captured on a Benefits and Efforts chart. Looking at the graph the team would want to focus on the green area representing a High Benefit and Low Effort events. The helps create a �battle map�. - Utilizing LSS along with the subject matter experts Capacity exeeded demand!- The next steps were to hold an Executive Planning Session with mgmt to capture the focus areas. - Through the EPS they identified over 50 projects/events which were captured on a Benefits and Efforts chart. Looking at the graph the team would want to focus on the green area representing a High Benefit and Low Effort events. The helps create a �battle map�. - Utilizing LSS along with the subject matter experts Capacity exeeded demand!

9. 9 Lessons Learned Senior Management Engagement is Key Inclusion of Subject Matter Expert (Worker) is critical Quick results � Challenge current conventions Standardized Work Flow is Critical No Clich�s Add New Ideas Parallel Progress External Professionals No Clich�s Add New Ideas Parallel Progress External Professionals

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