1 / 22

Work Deferral Lean VSM Project Trident Refit Facility Kings Bay, GA

Work Deferral Lean VSM Project Trident Refit Facility Kings Bay, GA. Presenters: Work Deferral Project Team August 08. Team. Brian Anderson George Banks Dee Coleman Steve DeWitt Tom Eagen Michele Hodge. Brett Mounsey Cindy Rucker Teresa Smith Caren Spahr Joe Walsh Jill Winkelman.

mitch
Download Presentation

Work Deferral Lean VSM Project Trident Refit Facility Kings Bay, GA

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Work DeferralLean VSM ProjectTrident Refit Facility Kings Bay, GA Presenters: Work Deferral Project Team August 08

  2. Team Brian Anderson George Banks Dee Coleman Steve DeWitt Tom Eagen Michele Hodge • Brett Mounsey • Cindy Rucker • Teresa Smith • Caren Spahr • Joe Walsh • Jill Winkelman

  3. Project Introduction • OBJECTIVE • Put the right information in the right hands at the right time to: • Reduce deferred work • Remaining deferred work is: • identified early • communicated immediately • processed in a streamlined, reliable manner • to reduce non-value added processing in the endless pursuit of perfection • 2008 GOALS • Reduce deferral processing response time by 70% • Reduce number of deferrals between A-45 and next refit by 25% • VISION • ZERO Deferrals

  4. Significance Deferred work creates a large amount of non-value added processing in the areas of: Material Ordering, Supply and Return TWD & WAF Preparation Quality Assurance Review Scheduling Production 4

  5. Scheduling with respect to theDeferral ProcessMacro Map 5

  6. Scheduling with respect to Deferral ProcessCurrent StateTRFKB06 Aug 08 Sorted PMR Before After FMA Work Complete Class Maint Plan 430 Alts ESR DFS IDIQ Tank Status PSRs from prev refits Nuc/Major work Planning Brief Package 2 Days 422 Planning • Discuss key events schedule • Determine major work items tracked by PMA • Determine Jobs needing detailed schedule or fast start • Determine work submission cut off date • Negotiate work requsted by boat since pre0arruvak • Needed before • Boat leaves PMA’s ISIC Planners GF Discuss what is deferred Planning

  7. Current State Work Deferral Data (from sample of 7 refits in 2008) Estimate 1231 MAN DAYS expended by Planning on jobs that were deferred Total # of Deferrals 729 Std Refit Ave: 19% Deferred Total in Progress when Deferred 559 7

  8. Current State Observations Work Deferral Data for VRKB Z Avails Z Avails disrupt planning of scheduled avails Feb – July 08 there were 17 VRKB Z Avails plus 1 DGAR Voyage Repairs April 08 738 Z008 20 of 23 jobs deferred were planned WASTE = 87% July 08 736 Z014 6 of 8 jobs deferred were planned WASTE = 75% 8

  9. Current State Repetitively Deferred Jobs sampled from three active refits 9

  10. Recommendations Macro Map – Recommendation 1 Develop, implement and enforce processes to ensure that AWR’s are signed off when completed. (Repair Officer and Weapons Repair Officer) For consideration: Reporting weekly metrics closed AWRs in comparison to the schedule (include realistic testing time in schedule) work deferral (numbers/percentages) Identify and reschedule deferred work to an applicable, realistic future refit at FMA Work Complete Assessment Conference. Identify incomplete work and develop a plan of action to complete items. Train lead work centers on criteria for signing off to close AWR’s. Create a electronic location for deferred work so it can be monitored, evaluated and reported for future scheduling. (Work currently goes to future key events or future refits). 10

  11. Recommendations Macro Map – Recommendation 2 Initiate a call down at A-60 to allow time for Code 305 to develop initial boat schedule in PIM to support an A-50 meeting. At A-50, evaluate integrated schedule and available resources to determine if action is needed to complete the refit For any constraints determined in A-50 meeting, take action to fully complete refit. Options may include: obtaining external resources deferring work prior to A-45 meeting extending refit duration Long term strategies: Provide input in Fleet Scheduling Conference to influence results based on known capabilities and scheduled maintenance. Expand capacity through improvement events 11

  12. Recommendations Macro Map – Recommendation 3 5S all SSBN and SSGN PSRs Relocate all jobs to correct refits 12

  13. Deferral ProcessProcess Map 13

  14. Variation: • At least three forms in use: • Instruction • TRF pdf file (cant save) • Excel database for archiving created by a Planner for individual use TRFKB Deferral ProcessCurrent StateTRFKB6 Aug 08 Hand walking paperwork building to building Form travels appx. 2 miles or if CCS bldg, 6 miles Not delivering in real time causes delays • SUBMEPP • Single POC who travels and is overloaded • NSSC • All single POCs • Not calibrated in what’s approved and what’s not • Communication folow to relevant POC could be a bottleneck Put in in-boxes or mail 1-2 days for delivery Form 4790.5 JCN Defer/ Cancel Create 5-6 Copies Planners Ship Sups SUBMEPP ARRS Others PMAs Ship Sups Location: Ship Sups Exception: CNO, DGAR ISIC NSSC – All but PMR’s SUBMEPP - PMRs ARRS (Part of Code 430) 400 Ship Sups 3MC WPC Production PMR Schedulers ISIC NSSC = 10 min – 1 day SUBMEPP 1 day – 2 weeks Initiation to Action Response Time: 1 day, 100 min – 3 weeks, 210 min 10 min – 2 days 10 min – 1 day 1 – 2 days 14 10 min 10 -30 min 10 - 60 min 5 min 5 min

  15. Recommendations Process Map – Recommendation 1 Incorporating electronic transfer of information in work deferral process Upon deferred work approval, notification and trigger for entry into LDS is simultaneous. Deferred work approval notification should include NSSC, SUBMEPP OSR, Planners, 3MC, WPCG, Production and C/430. Develop a daily report in LDS that broadcasts to all necessary personnel the cumulative deferred work for all units. 15

  16. Variation: • At least three forms in use: • Instruction • TRF pdf file (cant save) • Excel database for archiving created by a Planner for individual use TRFKB Deferral ProcessRecommendation 1Future StateTRFKB Hand walking paperwork building to building Form travels appx. 2 miles or if CCS bldg, 6 miles Not delivering in real time causes delays • SUBMEPP • Single POC who travels and is overloaded • NSSC • All single POCs • Not calibrated in what’s approved and what’s not • Communication flow to relevant POC could be a bottleneck Electronic Format and Transfer Put in in-boxes or mail 1-2 days for delivery Form 4790.5 JCN Defer/ Cancel Create 5-6 Copies E-Daily LDS Report Planners Ship Sups SUBMEPP ARRS Others PMAs Ship Sups Location: Ship Sups Exception: CNO, DGAR ISIC NSSC – All but PMR’s SUBMEPP - PMRs ARRS (Part of Code 430) 400 Ship Sups 3MC WPC Production PMR Schedulers ISIC NSSC = 10 min – 1 day SUBMEPP 1 day – 2 weeks Initiation to Action Response Time: 1 day, 70 min – 3 weeks, 210 min 50 min – 2 weeks, 110 min 10 min – 2 days 10 min – 1 day 1 – 2 days 16 10 min 10 -30 min 10 - 60 min 5 min 5 min

  17. FORM INITIATOR Possibly: GF or Refit Mgr or Planner or Lead Work Center or Ship Supv. FORM INITIATOR Possibly: GF or Refit Mgr or Planner or Lead Work Center or Ship Supv. Ship’s Force Ship’s Force PMA/Ship’s Supv PMA/Ship’s Supv WPCG WPCG PMR Scheduler PMR Scheduler NSSC/ SUBMEP (PMRs) NSSC/ SUBMEP (PMRs) Code 401 Code 401 ARRS (Code 430) System Entry & Copy Dist. ARRS (Code 430) System Entry & Copy Dist. Work Deferral Form Travel Red: Approval Process Blue: Copy Distribution Work Deferral Form No Travel Electronic communication

  18. Recommendations Process Map – Recommendation 2 Change approval authority from NSSC/SUBMEPP (keep them informed but not depend on their review) to Project Supts and TRF Chief Engineer. This change does not contradict JFMM per Submarine Maintenance Program Manager at COMSUBFOR. After A-45 Meeting, all deferral requests are routed through Ship Supts for approval. 18

  19. TRFKB Deferral ProcessRecommendation 2Future StateTRFKB • SUBMEPP • Single POC who travels and is overloaded • NSSC • All single POCs • Not calibrated in what’s approved and what’s not • Communication flow to relevant POC could be a bottleneck Revise Approval Authority to Project Supts and Chief Engineer Electronic Form 4790.5 JCN Defer/ Cancel Planners Ship Sups SUBMEPP ARRS Others PMAs Ship Sups Location: Ship Sups Exception: CNO, DGAR Project Supts Chief Engineer NSSC SUBMEPP ARRS (Part of Code 430) 400 Ship Sups 3MC WPC Production PMR Schedulers ISIC Initiation to Action Response Time: 1 day, 70 min – 3 weeks, 210 min 50 min – 2 weeks, 110 min 40 min – 110 min ? NSSC = 10 min – 1 day SUBMEPP 1 day – 2 weeks 19 10 min 10 -30 min 10 - 60 min 5 min 5 min

  20. Recommendations Process Map – Recommendation 3 Revise deferral process for simultaneous notification of approval and entry into the system 20

  21. TRFKB Deferral ProcessRecommendation 3Future StateTRFKB System Entry and Receive Info/Take Action/File Processes occur simultaneously Electronic Form 4790.5 JCN Defer/ Cancel 400 Ship Sups 3MC WPC Production PMR Schedulers ISIC Planners Ship Sups SUBMEPP ARRS Others PMAs Ship Sups Location: Ship Sups Exception: CNO, DGAR Project Supts Chief Engineer ARRS (Part of Code 430) Initiation to Action Response Time: 1 day, 70 min – 3 weeks, 210 min 50 min – 2 weeks, 110 min 40 min – 110 min 35 min - 105 21 10 min 10 -30 min 10 - 60 min 5 min 5 min

  22. Thank you 22

More Related