WAF-WPC Project Trident Refit Facility

1. WAF-WPC Project Trident Refit Facility Presenters: VSM Team 29 SEPTEMBER 2006

2. OBJECTIVE • Everyone working to the same priority and plan • Non-stop progress of work • SCOPE • Regular refits with consideration of ERPs • TRF Work Only (includes TRF Alts) • From the point of the job loaded and screened to the point of the WAF (Work Authorized)

3. Project Goals • Reliable, consistent method for opening WAFs (Consistent by shop & boat, by tagouts & non—tagouts…) • Standardize process • Standardize WAFs • Reduce WAF process/scheduling/review time of general foremen & supervisors • Open non-tagout WAFs within 2 days • Decrease defective WAFs to 0; 0 return for incorrect information • Reduce WAF distance traveled • Process for defective WAFs streamlined

4. Project Goals • All work ID at Pre-def is packaged – ready for boat by pre-arrival conference (1-2 days after arrival) • WAF revision control among all involved (including lead and assist shops) • WAF Revisions • 1 day (short term) • 1 hour (long term) • ID/track location of work package within 10 minutes • Reduce number of WAFs (w/o creating additional work elsewhere) • (consider emergent work)

5. Mike Hader Miles Prescott Bob Thran Andy Lowe Chief Martin Chief Butler FT1 Moore ET1 McAtee Randy Mixson Mel Garman Dave Bliton Jun Byrd, Supervisor Dennis Kapparis Wayne Collier Liz Pittaluga Team

6. Don’t take it personal No attacking Be on time Silence electronic devices Don’t speak when others are speaking “3 Knock” for a dead horse Leave area clean Everyone participate Respect others Bring outside discussion back to team Take ownership No pushing around problems Everyone is equal Stick within scope Team Ground Rules

7. Team Guidance Ground Rules Training Map Current State Value Stream Map Circle Diagrams Observations Develop Ideal Future State Brainstorm Categorize Ideas High/Low Impact Easy/Difficult Prioritize ideas within each category Analyze feasibility & estimated impact to make recommendations Project Approach

8. CURRENT STATE

9. Demand per Refit Appx. 300 WAFs 500 AWRs WAF-WPC Current State VSM August 06 • DAPs • (run report) • Frequency = 2/day • = MDCO (day) • = EB (night) FIFO Delivered in batch every ½ day LDS (4) Print AWR • = MDCO Admin MDCO Delivered by truck 1-2/day FIFO WPCG 3-4/day FIFO WPCG 3-4/day FIFO Library 2/day Next Slide (1) 2K Accepted (2) Write AWRs (3) Job Comp’d (Procedure, not work is auth) (4) Print TWDs (5) Work Package Assy (6) LWC Review & Approve WP (7) AWC Review & Approve WP • = PMA r = 450 AWRs • = 29 Planners • = 450 AWRs LT = 20 Days CT = 2-4 Hours T = (Mel) • = Planners • = Library • = (8) WPCG • = 3 (on 8/15) LT = 2-4 hours CT = 15-20 min Qty = appx.45/day • (staple, sort by boat, write based • on what is in port) • = LWC • = 15-20/sup LT = In refit = 2 hrs 1 week out – 1d other = 2d – 1.5months CT = 15 min. (3 min – 3 days) S = 10% • = AWC (can be multiple AWC’s) • = 12 LT = 1 day CT = 15 min (3 min – 3 days) S = 15%

10. WAF-WPC Current State VSM August 06 Demand per Refit Appx. 300 WAFs 500 AWRs FIFO WPCG 3-4/day 4/6 Refit – 60 Tag outs All open 1 week into refit Delivered 5 WAFs/day Appx. 1 week lead time (8) WPCG Give WAF to Boat/Log (9) Boat Writes Tagout (10) WPCG Reviews Written Tagout (11) Boat Sets Conditions (12) WPCG Approves Tags (signs) and WAF FIFO WPCG LT = 20 Days CT = 2-4 Hours When boat triggers WPCG When boat triggers WPCG LWC Tag out Non Tag out FIFO WPCG (8) WPCG Prep Deliver WP to LWC FIFO WPCG or LWC FIFO WPCG 3-4/day (9) Shop Prep/on Standby (7) AWC Review & Approve WP • = AWC (can be multiple AWC’s) • = 12 LT = 1 day CT = 15 min (3 min – 3 days) S = 15% • = WPCG LT = 1.5 – 2 hours CT = 2 min 4/6 Refit – Non-Tag out 41 Delivered, appx. 3 days – 40 opened

11. Circle Diagram

12. Circle Diagram

13. Circle Diagram

14. Circle Diagram

15. Observations Requirements • JFMM • TRFKB Ins. 4790.8A • NSSC Inst. 5215.1 Article 4000

16. Observations Conducted interviews and observed processes in: • WPCG • Shops • Planning

17. Observations Team Developed 72 Objective Observations addressing topics including: • What holds them back (constraints, interruptions, bottlenecks…)? • Where can and are mistakes being made? • Where is variation in processes? • Triggers – How do they know what to do, when? • Inventory • Best Practices • Records and Controls

18. WAF Process Before Most Recent Change Pros: Shop had everything written/needed No routing/dead time WAF process moved faster Only reviewed what you worked SME write WAFs Cons: FMA work complete not made No distinguisher for intrusive/non-intrusive work Overloaded boat with people Larger number of WAFs Ship doesn’t know when TRF works Ship doesn’t know priority Craftsmen waiting on ship for WAF JFFM violation – work before authorized Supervisors led to package job No standard tracking method Using unauthorized, working copy Testing – ship is not triggered Current State Pros: Meet FMA Work Complete Boat likes process for opening Cons: Larger WIP Inventory Shop doesn’t have all the jobs on PSR ie. Deferred, rework Ship doesn’t know when TRF works Craftsmen waiting on boat for WAFs Supervisors don’t have control over package No standard tracking method Understanding the Current State

19. Observations Disadvantages to Routing WAFs Too Early • Get lost • Out of sequence • Confuses priority • Inventory gets jammed • Using resources that can be used for immediate tasks at hand • Space – takes up • Revision/recall • Variation in processing

20. Brainstorming Based on observations, team brainstormed 53 ideas and grouped them into 4 categories: • High Impact – Easy to Implement • High Impact – Difficult to Implement • Low Impact – Easy to Implement • Low Impact – Difficult to Implement

21. Brainstorming High Impact – Easy to Implement • WAF/Package format – Color (or otherwise visually distinguish) coordinate packages by ship**** • Priority - Prioritize WAFs for Ships Force and WPCG*** • Deferred Work – Command ID deferred work and WPCG is informal – add WP to deferral slip routing; Trigger for WPGC to route deferred work packages** • WAF Content - Blanket WAF for welding grinding services** • Writing WAF’s - Create a non-tagout section in WPCG (Difficult if WPCG writing WAFs** • Training - Train S/F on WAF/WPCG every off crew** • Handoffs - Who pushes WAF on boat….Shipsup?....Refit Manager* • Database -Utilize current log system effectively* • Training - Training for GF’s and Supervisors on WAF process; WPCG provide training to shops* • Routing - Have a standard package holding area. Divided by Shop/ Non/working/working/awaiting open review* • Miscellaneous - Reduce inventory in WPCG. Route WAF’s 3 weeks prior to normal refit starts* • Handoffs - Utilize C/700 shuttle van to transport/puck-up packages • Package Processing - Route pen and ink changes, if required, along with original WAF, then update data bank • WAF Content - LWC verifies needed AWC’s – clarify instruction • Training - Initially, PMA trains all 12 crews • Routing - SF/Shop routing boxes set up by priority

22. Brainstorming High Impact – Difficult to Implement • Writing WAF’s - Create master WAF file (standardize WAFs); Standardized WAF’s for repetitive work and have LWC/AWC supervisors approval; Standardized WAF’s do not require routing review ****** • “People” Layout - Co-locate Planning, QA, WPCG, Tech. Library, Refit Managers, ShipSup’s and engineers; Planners and WPCG become one **** • AWR Content - Initiate AWR designator section for listing intrusive and non-intrusive work, including a list of required WAFs for LWC and AWC. ( including nomenclature of tagout and non-tagout WAF’s)**** • Writing WAF’s - SME’s write all WAF’s ( maintain in proven data base); Planner/LWC write WAF’s*** • Database -Electronic tracking system (3)** • Database -Bar Coded tracking system (3)** • Boat - S/F set up Maintenance Operation Center (MOC) and designated officer** • AWR Content - Planner shall enter in the AWR a description of work to be performed for the authorizing officer and/or RAR to understand the scope of the work boundary and prepare /concur with the isolation established for this work and/or AWR’s must completely and thoroughly identify the scope of the work so the WAF would have clear and concise description so isolation boundaries are obvious** • Handoffs - Eliminate handoffs in the process – eliminate non-touch time by using electronic signatures, vice hand carrying* • Database - Triggers for opening WAFs* • Boat - Standardize Ships Force WAF process* • Boat - Ensure availability of designated S/F , Duty Officer or authorized stand-in for WAF initiation* • Package Processing - Link like work together on common WAF – Shipsup, Refit Mgr and EPCG review prior to ship arrival* • Writing WAF’s - Civilians in WPCG for continuity* • Miscellaneous - More Submarine “A” & “M” division personnel in WPCG* • Miscellaneous - Minimize inventory(push/pull system) (while boat is in refit, future refits packages should not be routed to shops until current refit is complete* • Boat - S/F has a production officer • Database -Go Electronic • Database -TRF work log (one database); Standardized and integrated tracking and reporting database • Database -WPCG track PSR to ensure all jobs have packages as well as delivery of packages to include deferred and new work; Discipline in LDS/PSR • Status - Shop keep track of packages as they get them (some use PSR, others use own means, some don’t use – standardize) • “People” Layout - Planner print/deliver AWR to WPCG • Transportation - Vehicles for WPCG • WAF/Package format - Get rid of loop-holes in instruction; Follow or revise WPCG instruction

23. Brainstorming Low Impact – Easy to Implement • Priority - Place visual priority designator flag on WAF as designated by PMA, WPMA and/or Refit Manager • Priority - Color code packages by priority • Priority - Set priorities or time limit to when packages need to be reviewed prior to start of refit • Handoffs - ShipSup assist in routing packages to/from boat • Handoffs - Initiate WPCG runner delivery/pickup time log at each routing station • Handoffs – Access Safe in WPCG for confidential reference material • Handoffs - WPCG mail route (same time each day) • People” Layout - ATIS access to WPCG • Transportation – High speed printer for Admin Bldg to eliminate DAPs (or difficult to implement depending on funding) • WAF/Package format – Visually distinguish packages by Refit • WAF Content - Standard terminology • WAF Content - Develop checklist to allow WPCG to QA WAF prior to delivery to shop • Routing - Single (large) designated drop-off point for WPCG ( incoming MDCO AWR’s/TWD’s) Low Impact – Difficult to Implement • Handoffs - Eliminate in & out boxes and work packaging. Keep work control. Reassign work package manpower to shops for putting packages together

24. Limitations • 70% Rule of Thumb • Variation – data gathering • 0-1 Boat in Port at time of project • Team members had differing perceptions and outcome expectations • Group dynamics • IT knowledge • Time

25. Recommendations

26. Standardize WAFs Impact • Manhours: • LWC- ave. 20 minute review per WAF • AWC – ave. 15 minutereview per WAF (ave. 1 AWC per WAF) • Total: ave. 35 minutes/WAF (# of WAFs – appx. 300/refit = 175 hours/refit) • Takes 30% of jobs out of open review during a regular refit – see WY and FL as examples • Lead time: 8 hours per shop routing time - currently. Go from 60-70 hours processing time to 33 hours total. (circle diagrams) • More turnstile vs. gate traffic (appx. 15 minutes) • Reduce inventory in shops = review processing • Reliable/consistent method • Minimize corrections reducing lead time and improving customer service (free up feedback from GF) • Establish standard channels for revision requests assess value of revision then prioritize by urgent, next refit or next rev. (go through General Foremen) • Will be a good platform for prioritizing/scheduling • Key: Check if master job scope changes Involved: • Implementation - Hader • Instruction – Lowe with advisors such as Mike Hebert, Dennis Kapparis, Dave Bliton • Shop 67H (Dave Bliton) and Shop 11 (Kapparis) to pilot project

27. Visual ID of Folders by Boat Impact: • Timesaving, 10-15 minutes per supervisor per day • # Supervisors = 60 • Real value: Assist with future prioritization Involved: • Lead: Butler • Advisor: Jun Byrd

28. Blanket WAF for Welding, Grinding Service Impact: • Reduce Number of WAFs by 20 per refit • Available for work immediately (up to 3 days) Involved: • Develop Hot Work Ticket - Dennis Kapparis • Develop Instruction – NSSC (CDM) with guidance from Dennis Kapparis • Implement – Dennis Kapparis

29. Add WPC to Deferral Slip Routing Impact: • Jobs won’t be overlooked (currently ave. 4/refit). • Reduce expediting and risk. Involved: • Provide notification of Deferral Slip to WPC – Sr. Chief K. Hendrix with Chief J. Johnston assist • WPCG Training – Chief Martin • Incorporate in instruction – Lowe

30. Use Current Work Package Data Log More Effectively Description: • Currently – ___ people have access to Work Package Data Log • 95% of questions to WPCG have answers in WPC Data Log • All supervisors and GF can have access – give it to them • WPCG still point of contact if not in front of a computer – may not completely eliminate Impact: • Reduce 15-20 phone calls for 4 people per day in WPCG (1-1.5 hours/person) • Reduce time for gathering info (check log vs. contacting WPCG) Involved: • Martin

31. Access to Safe in WPCG Description: • Previously – 3 people able to access safe in WPCG • Improved – All Work Packaging plus 5 Work Control People Impact: • Reduce frustration • 1-2 hours/week for WPCG Involved: • Completed by Martin

32. Train S/F on WAF/WPCG on Every Off Crew Impact: • Decreased daily S/F confusion on WAF processing (1 WPCG man-hour/day/boat) • Potential faster WAF processing Involved: • 1st 12 training sessions - Hader/Prescott • Training development – Butler • Continued training – Butler

33. Training GF’s and Supervisors on WAF Process Description: • Quarterly training and gathering of improvement ideas • Currently 6-10 non-compliances per week • WPCG spends 1-2 hours/week arguing with supervisors Impact: • Less frustration • Better use of database • Understanding the reasons and improving compliance with system Involved: • Butler, Lowe

34. Barcoding & tracking of FWP/CWP’s, WAF’s and Work Packages(as plan B or secondary to other recommendations and scheduling project – may not be an issue) Impact: • Reduce time looking for location and status of documents • WPCG team – 8 man hours/day • PMA’s - 2 man hours/week • Supervisors – 1 hour/day • General Foremen - .5 hours/day • Refit managers – 2 (?) • Estimated overall impact: 500 man-hours/week Involved: • Mel

35. Write Prerequisites of AWRs for Ease of S/F System Isolation Description: • Not for PMRs. Corrective Maintenance is approximately 20% • Meet intent and effectiveness • Paradigm shift for planners and shop • Part of solution – meeting/cross-functional team Impact: • Reduce WAF errors • Reduce Ship’s errors • Reduce injuries and increase safety • Cost on planners and feedback from WPCG and Shops Involved: • WPCG • Mike Hebert

36. Create Project Work Cell Description: • Work Cell – Planners, WPCG, Ship Sups and Refit Managers • Define roles, responsibilities and interactions of Refit Managers, ShipSup, Eng, Planning, WPCG, Tech Library, QA… In writing and communicate • Meetings/Team training/Cross-functional understanding plus mechanism for ID and Transforming Improvement Impact: • Eliminate confusion at command - reduce duplication and gaps • Stop complaints and moaning • Better quality WAFs, service and morale Involved: • Need someone with management and technical understanding but neutral and can communicate/lead without repercussion (Management analyst or other – Kris Griffin, GT-JW, Gary Pond, Brian Logan, Brett Mounsey)

37. Thank you