WAF – WPC Value Stream Mapping Project Preparation and Training Prepared for: WAF & Work...

WAF – WPCValue Stream Mapping

Project

Preparation and TrainingPrepared for:

WAF & Work Packaging Control Project Team (10 August 06)

Agenda

Introduction– Steering Committee

• Scheduling Project– Objective– Steering Committee– Projects– Teams

• WAF – WPC Project– Goals– Scope

Lean Overview– What is Lean– Where is Waste?– Value Stream Mapping– Improvement Solutions

Project Approach– Project Agenda– Ground Rules

Project Objective

Scheduling Project Objectives:

Everyone working to the same priority and plan (coordination).

Non-stop progress of work.

Involvement

Steering Committee:

Leo Falardeau, CO

Bob Finley, XO

Tom Sweeney, Technical Director

Harry Spafford, Union President

Gerald Mackaman, RO

Mike Hader, PMA

Miles Prescott, Weapons PMA

Steve DeWitt, Planning Department Head

Bob Thran, Deputy Planning Department Head

Jill Winkelman, Georgia TechExternal advisors as appropriate/needed: Commodore, Boat Captain, NSSC

Steering Committee

Steering Committee

WAF – WPC Project Team

SchedulingProject Team

Roles and Responsibilities of Scheduling Steering Committee:

Be LeadersProvide

• Leadership• Guidance to working groups• Resources• Command vision/direction• Encouragement• Objective feedback• Timing/boundaries

Monitor results/quality controlManage change (change management)

Involvement

WAF & Work Packaging Control

Project Team:

Mike Hader, PMA

Bob Thran, Planning

Andy Lowe

Chief Martin, Chief Discher or other (as designated by Andy Lowe)

Moore, PO (or other designated by PMA)

Refit manager

Mixson or Emerson

Mel Garmin, Planners

Supervisors June Byrd (alt. Dave Crosby, John Parsons or Lonnie Smith)

Dennis Kapparis, GF (alt. Steve Swan)

Wayne Collier

Ms. Liz Pittaluga, Code 700

Jill Winkelman, Georgia Tech

WAF – WPC Project Goals

• *Reliable, consistent method for opening WAFs (consistent by shop and boat, by tagouts and non-tagouts…)

• Standardize process• Standardize WAFs• Reduce WAF Process/Scheduling/Review Time of

General Foremen and Supervisors• (with consideration to emergent work)

WAF – WPC Project Scope

• Regular refits with consideration of ERP’s• TRF Work Only (includes TRF Alts)• From the point of the job loaded and screened to the

point of the WAF (Work Authorized)• From the point of Work Complete to the point of the

AWR signed off.• (handle variation?)

Lean Overview

Lean Overview

A systematic approach throughout an organization to:– Specify value by specific product– Identify the value stream for each product– Make value flow without interruptions– Let the customer pull value from the producer– Pursue perfection

Source: Lean Thinking, Womack & Jones, 1996

Definition of Lean Thinking

Product: Anything that flows from input to output.

Lean Overview

VA vs. NVA

Value Added Activities (VA)• Activities that transform materials into the finished product• Customer willing to pay for

Non-Value Added Activities (NVA)• Activities that take time and resources (Waste)• Customer is NOT willing to pay for• Need to eliminate or minimize

Lean Overview

Product Leadtime

95% 5%

Traditional Focus

Lean Focus

Value Adding activitiesNon-Value Adding activities

Lean Overview

Cycle Time

One of the most noteworthy accomplishments in

keeping the price of Ford products low is the gradual

shortening of the production cycle. The longer an

article is in the process of manufacture and the more

it is moved about, the greater is its ultimate cost.”

Henry Ford, 1926

Types of Waste

Types of Waste

Defects: Rework or Scrap

Overproduction

Inventory

Waiting of parts/people/machines/paperwork

Transportation of parts/people/paper

Extra processing

Motion of people/machines

Unused employee ideas

Lean Overview

Setup Reduction

Standardized Work Batch Reduction Teams

Quality at Source

5S System Visual Plant Layout

POUS

Cellular/FlowPull/Kanban TPM

ValueStreamMapping

Continuous Improvement

Lean Overview

Customer Service

Order Entry/New Accounts

Credit Check Distribution Center

Shipping

What is a Value Stream?

What happens when you order something by phone…..

Lean Overview

Value Stream

Includes all activities related to getting from raw material to delivery of the product

Includes both value-added and non-value added activities

Includes the interactions related to the larger value stream

Lean Overview

Value Stream Map

Visual

Common language

Material and information flow

Identifying opportunities

Understanding impact

Current State

Future State

Lean Overview

Product Family

Current State Map

Future State Map

Plan andImplement

How the process currently operates.The foundation of the future state.

Designing a lean flow.

Using the Value Stream

5S

A safe, clean, neat arrangement of the workplace which

provides a specific location for everything and eliminates

anything not required.

Sort

Set in Order

Shine

Standardize

Sustain

Standardized Work

Where there is no Standard, there can be no Kaizen. -- Masaaki Imai

Three Elements of Standard Operations:

1. Takt Time

2. Work Sequence

3. Standard WIP

Standard Operations Sheet

Debur

Machine

Drill

Grind

QA

Clean

2

4

356

1

Takt Time

4 min

Cyc Time

4 min

Std WIP

= 6

Quality Chk Safety Focus # of Emp

2

Make it V

isible!

Quality at the Source

Places responsibility for quality on the worker doing the job

Promotes doing the job right the first time

Pass Fail

Point-of-Use Storage

Raw materials stored where used

Frequent, small shipments from vendors

Requires trustworthy workforce

Simplifies physical inventory tracking

Batch vs. One Piece Flow

10 minutes

10 minutes

• Batch & Queue Processing

Lead Time: 30+ min. for total order21+ min. for the first piece

10 minutes

ProcessA

ProcessB

ProcessC

12 min. for total order 3 min. for first piece

ProcessB

ProcessA

ProcessC

• Continuous Flow Processing

Setup Time

The time from the last good product of the previous run to the first consistently good product of the next run.

Gathering necessary items Exchanging parts Positioning parts Making adjustments

Pull System / Kanban

Make to Order versus Forecast.

Signals (Kanbans) communication tool for production.

Producing at the rate of the customer buying the product.

Takt Time Calculation

=Takt TimeTime Available

DemandExample:

Time Available = 25,200 seconds (one shift)Demand = 200 Gold Buzz per day

TaktTime =

25,200

200 units 126 seconds = = 2.1 minutes

How Do We Know We’re on Target?

Project Approach

Project Approach

Project Approach– Project Timeline

– Project Agenda

– Process

– Ground Rules

– Management Support

Next Steps