waf – wpc value stream mapping project preparation and training prepared for: waf & work...
TRANSCRIPT
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WAF – WPCValue Stream Mapping
Project
Preparation and TrainingPrepared for:
WAF & Work Packaging Control Project Team (10 August 06)
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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
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Project Objective
Scheduling Project Objectives:
Everyone working to the same priority and plan (coordination).
Non-stop progress of work.
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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
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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)
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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
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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)
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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?)
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Lean Overview
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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.
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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
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Lean Overview
Product Leadtime
95% 5%
Traditional Focus
Lean Focus
Value Adding activitiesNon-Value Adding activities
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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
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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
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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
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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…..
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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
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Lean Overview
Value Stream Map
Visual
Common language
Material and information flow
Identifying opportunities
Understanding impact
Current State
Future State
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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
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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
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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!
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Quality at the Source
Places responsibility for quality on the worker doing the job
Promotes doing the job right the first time
Pass Fail
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Point-of-Use Storage
Raw materials stored where used
Frequent, small shipments from vendors
Requires trustworthy workforce
Simplifies physical inventory tracking
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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
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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
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Pull System / Kanban
Make to Order versus Forecast.
Signals (Kanbans) communication tool for production.
Producing at the rate of the customer buying the product.
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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
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How Do We Know We’re on Target?
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Project Approach
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Project Approach
Project Approach– Project Timeline
– Project Agenda
– Process
– Ground Rules
– Management Support
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Next Steps