lean six sigma case study: mrap
DESCRIPTION
October 2008. Lean Six Sigma Case Study: MRAP. Matt Shapiro, LSS Black Belt Krista Walker, LSS Black Belt. Delivering Joint Interoperable Solutions to the Warfighter Through Engineering Excellence. Speed to Capability. Rapid Prototyping. Leveraging Technology. - PowerPoint PPT PresentationTRANSCRIPT
CAPT Red Hoover – Commanding Officer Mr. James D. Ward – Technical Director
Lean Six SigmaCase Study: MRAP
Lean Six SigmaCase Study: MRAP
October 2008
Matt Shapiro, LSS Black BeltKrista Walker, LSS Black Belt
Speed to CapabilitySpeed to Capability
Delivering Joint Interoperable Solutions to the Warfighter Through Engineering Excellence
Rapid PrototypingRapid Prototyping
Leveraging TechnologyLeveraging Technology
2
Why is Lean Six Sigma important?Why is Lean Six Sigma important?
• Federal government is pushing LSS
• Future contracts
• Just good business
3
Meeting Our Nation’s Demand SignalMeeting Our Nation’s Demand Signal
4
Strategic to TacticalStrategic to Tactical
MARCENT
Arrival in Theatre
SPAWAR Team Deprocessing
Building 1602 Government QA
Inspection
Monthly Vehicle Production Schedule
CENTCOM
NAVCENT
Monthly Vehicle and GFE Requirements
Building 1602 Station 2 Integration
Outbound Packing and Shipment
Staging
18 Days/Vehicle5.4 Days/Vehicle6.1 Days/Vehicle
Method of Shipment Determined and Planned
≈30 Days/Vehicle
Method of Shipment?
≈9 Days
GFE Suppliers
USMC, USN, and USA GFE
2 Days
28 Days
Completed Vehicles
Vehicles Contracted
PM MRAP—Vehicle Suppliers
Vehicle Integration Schedule
USMC, USN, and USA Vehicles
Inbound Stage Area Receiving and
Storage
11.6 Days/Vehicle
Building 1602 Station 1 Integration
6.1 Days/Vehicle
Daily Vehicle Transport Report
FIFO
Current Takt Time = 0.42 Days/VehicleFRP Takt Time = 0.07 Days/Vehicle
4
5
Initial Surge Exceeded Existing Capacity Initial Surge Exceeded Existing Capacity
•Suboptimal Flow
•No Standard Work Areas
•Suboptimal Line Balance
•Excess Change over time
•Suboptimal Standard Work
August 2007
6
Recipe for SuccessRecipe for Success
EMA Management
Government Management
Senior Management
ASN(RDA)
MARCORSYSCOM
NAVFAC
Workforce
Vehicle Manufacturers
DCMA
TRANSCOM
TACOM
Lean Six Sigma + =
50+ MRAPS Per Day
Process Improvement Team fully devoted to Lean Six Sigma activities:1 Lead Program Black Belt3 Execution Black Belts6 Green Belts1 MBB George Group Coach
7
Lean Six Sigma Line Design Lean Six Sigma Line Design
Station 1Station 1 Station 2Station 2
POUStorage
POUStorage 5 Hours 5 Hours
Final QA Inspection
GFEKits
GFE Kits
1
Point-of-Use Hardware
2 GFE Carts
3
TAKT Boards
Index Build Pace = 5 Hours Per Station
4
QA Line Checklist
Visual Line Analysis Visual Line Analysis
0 Hours
5 Hours
DATE/TIME ARRIVED AT STATION ONE:
___________________________________
VEHICLE INFO:
CATEGORY: CAT I BRANCH: ARMY___________
MANUFACTURER: GDLS ________ VEHICLE #: _______________________
LINE LEAD: __________________ /_____________________
Phase 1
Prep Work
Remove Digi-RackRemove Gun MountsRemove BATWING Brackets“A” Driver glove box
R
Prep Work
Grinding ROXTEC Caps Antenna Mounts BATWING Stud Shooting DVE Mounts Digi-Rack Duke BFT CPU Shock MountsDrilling BFT Mount Under Digi-Rack Center console (L Bracket kybd) 3 holes Duke Mount Bracket
££££
—££££££££—£££££
Systems
Power Systems 200 A Service Rhino power cablesAntennas Mount all antennas Mount BatwingROXTEC Run antenna cables 3916
DukeGPSBFT3512X-Wing104
DVE DVE Brackets (camera & display) DVE Cables Install Camera & DisplayVIC 3 Mount VIC boxes Interconnect VIC Cables V3 addressingDuke Mount Brackets Joystick/ keyboard Install cables Mount 2011 bracket/ antenna
R
—££—££—££££££££—£££—£££—££££
TRUCK MOVEMENT
Prepare Truck for Movement to STATION 2
Phase 2
Number of Techs at Station 1
NOTES
Disconnect Battery initials ______
0 Hours
VEHICLE INFO:
CATEGORY: CAT I _____ BRANCH: ARMY_________________
MANUFACTURER: GDLS________ VEHICLE #: _________________________
LINE LEAD: _______________________ / _____________________________
5 Hours
TASKS
Digi-Rack Pre-Wiring Bolt to Wall (ensure tightness) Weld Feet Run & Dress cables Run/ wire power cables to PDU Install CPU shock mount Install 104 radio baseBFT Mount DAGR Bracket
Antenna Switch Box Install CPU Run/ Dress CablesDuke Run/ Dress Cables Install Filter104 Power Control, Antenna Cables VIC Cable
R
—£££££££—££££—££—££
DATE/TIME ARRIVED AT STATION TWO:
___________________________________
Inspections In Work
LINE LEADSECTION LEADQUALITY ASSURANCEBUY OFF
R
££££
££££
TRUCK MOVEMENT
Prepare Truck for Movement to Vehicle PACK OUT
Phase 3
Phase 4
Phase 5
Number of Techs at Station 2
NOTES
Disconnect Battery initials ______
IPI
PowerPDU PowerAntenna Coupler
R
£££
TESTING
BFTDukeRadio CheckDVEVSWR
£££££
8
Lean Six Sigma StatusLean Six Sigma Status
• Total Projects Identified 57
• 7 Projects in progress
• 44 Completed
• 6 future events
Effort
Benefit
HighLow Med
High
Low
Med
49
35
54
22
20
50 32
60
55
66
40
31
25
6436
39
13
53
15
67
27
46
3 months
= Chartered
48
12
15
16
17
$ 100 K
$ 250 K
7
43
62
58
63
34
65
14
45
41
61
24
26
44
47
30
21
59
42
2
68
333
37
9
1
56
52
19
69
51
10
8
29
38
18
11
6
28
23
57
6 monthsEffort
Benefit
HighLow Med
High
Low
Med
Effort
Benefit
HighLow Med HighLow Med
High
Low
Med
High
Low
Med
49
35
54
22
20
50 32
60
55
66
40
31
25
6436
39
13
53
15
67
27
46
3 months
= Chartered
48
12
15
16
17
$ 100 K
$ 250 K
7
43
62
58
63
34
65
14
45
41
61
24
26
44
47
30
21
59
42
2
68
333
37
9
1
56
52
19
69
51
10
8
29
38
18
11
6
28
23
57
6 months
•Achieved 50 Integrated C4ISR Per day 5 Dec 2008
•3719 Completed 31 JAN 2008
•10,000 Competed 21 AUG 2008
Capacity exceeds demand
9
Lessons LearnedLessons Learned
• Senior Management Engagement is Key
• Inclusion of Subject Matter Expert (Worker) is critical
• Quick results – Challenge current conventions
• Standardized Work Flow is Critical
10
Transformation
January 2008 (50 per day)August 2007 (5 per day)
Questions?