Post on 14-Apr-2018
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Puget Sound Naval ShipyardCircuit Breaker Repair Shop
Rapid Improvement Workshop
October 29 to
November 2, 2001
Before Situation Measures
Key Measures
Usable Floor Space 1,710 Square Feet
Mechanic Walking Distance 12,552 ft (2.4 Miles)
Lead Time Average is 175 days
Dissatisfied Customers
Frustrated Mechanics
High Overtime rate
Status of WIP not readily available
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Monday, October 29
Team Introductions 8 Person Team
Representatives from Production, Engineering, Supply, Business Office
Lean Manufacturing Training Introduction
Waste Elimination Concepts
Visual Management Concepts
5-S Process
Approach to Lean Workshop
Identify Specific Goals
Waste Walk Identified 30 items
Circuit Breaker Repair Shop R.I.W. Team
Dwight Otis - Team Leader Sr. Process Manager
Grant Clark - Co-Leader SY Process Improvement Division
Evan DeWan Shop 11 General Foreman
Jim Doyle Engineering Technician
Bob McDonald Business Agent
Dr. Chris Murphy Surgeon (Mechanic) Rick Tift Material Manager
John Von Rotz Shop 51 Foreman
Kurt Knoth Sr. Lean Consultant Optiprise, Inc.
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Summary of Tools Used
Waste Walk 5-S
Visual Management
Brainstorming
Value Stream Mapping
Just Do It
Specific Goals of Workshop
Improve Safety
Improve 5S Identified 80 tagged items
Goal is to Address 40 items
Reduce Mechanic Walk Distance by 90%
Improve Lead Time by 40%
Improve floor space utilization
Reduce part travel distance by 50%
Provide Visual Controls
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Tuesday, October 30
Data Gathering
Existing Flow (floor space, part travel, walk distance)
5-S Survey
Began Discussion of New Flow for Area
Began 5-S (Tagging for Sort)
Tagged 80 items for sort
Began removal of unnecessary items
Before Layout
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BreakerFlow Diagram
Spaghetti Diagram
12,552 ft
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Before Situation
Before Situation
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Before Situation
Before Situation
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Wednesday, October 31
Continued 5-S Removed Tagged Items
) Disposed of Obsolete Materials and Equipment
Cleaned Floor and Began Straightening
New Layout Cleaned Floor
Moved workbenches
Moved storage bins
Value Stream Map Created current Value Stream Map
Management Presentation Presented Plan of Action
Layout AfterU P
S h i p / R e c M a n
T e s t B e n c h ( T B )
P o w e r P a n e l ( P P )
P P
P P
P P
P P
T e s t S t a n d
( T S )
T S
WorkBench(WB)
P a r t s
V i c e
W B
F i l e s
T e s t A d a p t e r s
WIP/AW
PS t a t u s B o a r dP a r t s
P a r t s
WorkBench
T S
T S
T E
T e s t
E q u i p ( T / E )
T / E
T / E
T / E
F i r e E x .
C r a n e
C r a n e
C r a n e
T / E
C o a t R a c k
I n c o m i n g W o r k
S t o r a g e
S t o r a g e
Storage
M i c r o w a v e
T a b l e
F r i d g e
P a l le t
P a l le t
P a l le tP a l le t
P a l le t
P a l le t
E q u i pE q u i pE q u i pE q u i p
H a z m a t L o c k e r
V a c u u m
I N / O U T
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In-Process Picture
In-Process Picture
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In-Process Pictures
Customer
50 Breakers / Yr
RFI
Inventory
Repair Lead
Time= 155days
Value Added
Time= 84.5 hrs
Takt Time = 1 Week
Circuit Breaker Repair "Simplified" Value Stream Map - Current
Time = 1 hr
139 Inspect
Time = 1 hr
Pack / Ship
Time = 16 hrs
Appendix B
Time = 2 hrs
Appendix A
Time = 1 hr
Ship to Shop
Time = 2 hrs
Rec/ Inspect
Supplier
(Customer)
34.5 Hrs 2 Days 16 Hrs 1 Hr 1 Hr 2 Hr
2 Days2 Days3 Days2 Days10 to 100 days
Time = 2 hrs
Packaging
Time = 2 hr
Shop Inspect
Time = 2 days
Reliability
Time = 34.5 hrs
Repair
Time = 8 hrs
Order Parts
Waiting for Parts
Time = 1hr
RIDL
This loop happens up to
9 times per Breaker
Waiting for Paperwork
2 to 15 Days3 Days
2 Hrs
W
ait
Wait
Wait
Wait
Wait
Wait
Wait
Wait
Wait
Wait
Wait
8 Hrs
Up t o 30 Days
2 Hr
Waiting for Tech. Code
Waiting for Shop
Value Stream Map - Existing
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Thursday, November 1
Continued 5-S Continued the Disposal of Obsolete Materials and Equipment
Created Storage Areas
Labeled Everything That Didnt Move!
New Layout Established Aisle ways and Work Areas
Completed WIP Storage Racks
Moved Storage Bins
Completed Visual Management Board
Value Stream Map Created To-Be Value Stream Map
Management Presentation Prepared for Friday Morning Report Out
Before Picture After Picture
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After Picture
After Picture
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Before Picture After Picture
Before Picture After PictureHow are we doing?
Status
Color In Stock list
Cos
Status is Color-Coded:
Red = Stopped
Green = Working
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After Picture
After Picture
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After Breaker Flow
Total Travel Before: 513Ft.
Total Travel After: 410Ft.
Goal Reduction: 50%Actual Reduction: 20%
After Mechanic Walking
Total Travel Before: 12,552Ft.
Total Travel After: 2,385Ft.
Goal Reduction: 90%
Actual Reduction: 81%
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Status Board
5S
Status is Color-Coded:
Red = Stopped
Green = Working
Cost
In-Stock
Customer
50 Breakers / Yr
RFI
Inventory
Repair Lead
Time= 8.5 days
Value Added
Time= 57.5 hrs
Takt Time = 1 Week
Circuit Breaker Repair "Simplified" Value Stream Map - Future State
Make "Dirty 30"
Parts Avaiilable to
Mechanic
Time = 1 hr
139 Inspect
Time = 1 hr
Pack / Ship
Time = 16 hrs
Appendix B
Time = 34.5 hrs
Repair
Time = 4 hrs
Appendix A
Time = 1 hr
Ship to Shop
Time = 2 hrs
Rec / Inspect
Supplier
(Customer)
3 Hrs 4 Hrs 34.5 Hrs 16 Hrs 1 Hr 1 Hr 2 Hr
1 Hr1 Hr1 Hr1 Hr1 Hr1 Hr
Time = 2 hrs
Packaging
Change Sign-Off
Proceedures
Change in RIDL
Documentation
Procedure
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30 Day Homework ListProblem / Improvement Target Completion
Opportunity (Solution) Date Date
Circuit Breaker Crates are stored in area that could be
utilized for other storage. Code 500 store crates in Bldg. 856 11/2/2001 10/31/2001
Phone is away from mechanic work area. Move or relocate phone 11/9/2001
Numerous Vidmar's used for storage Consolidate Vidmar's 11/9/2001
"Strategic Assets" of Material i n Vidmars Indoctrinate material into Supply System 11/09/01
Project Target Motors being worked in same area Revi ew work in area/move mot or work to new l oc at ion. 10/ 31/ 01 10/ 31/ 01
"Waiting" Breakers are stored in work/test area
Design/build storage rack for breakers waiting on
material/technical resolution 11/01/01 10/31/01
Storage room (front entrance) being utilized as a
lunchroom facility. Modi fy arangement /propos e move to another area 12/ 07/ 01
Movement of breakers from 856 to 427 utilizing single
crate is cumbersome.
Propose a design that allows shipment of mulitple breakers
in a one box. 12/07/01
Identifying status of work Develop visual management board 11/01/01 11/01/01
Storage of miscellaneous parts of "waiting" breakers Develop/utilize method to store and identify parts 11/01/01 11/01/01
AC Test Machine broken Rem oved from room . One t es t m ac hi ne handl es work load . 10/ 31/ 01 1 0/ 31/ 01
Common "shop store" material is not close to
mechanic (30 Most Wanted list)
Work with Vendor/supply to provide the material to
mechanic 12/07/01
Storage of tooling/ma terial i s stored in vario us spotsin room Design new floor arrangement 10/31/01 10/31/01
Flam locker not located close to work Review location/add new flam locker 12/07/01
Mechanic travel time/distance to Bldg. 856 numerous
times (RIDL processing, Official Copy)
Developed method to document RIDL and return officials to
Code 139 for certification 11/02/01 11/01/01
Comments
Add phone line -in progress
Shop 51 Action: Consolidate vidmars
Shop 51/Code 500: Turn material into supply
Shop 51 Action: Determine suitable replacement
Shop 51/Code 2330: Review/design
Code 500: May need outside help
Shop 51: Perform Cost Analysis for adding locker
30 Day Homework List (Continued)
16 Getting approval to complete all testing Simplify process with Code 2330 12/07/01
17 Assign a cost to "waiting". Reduce Lead Time . Analyze all improvements 12/07/01
18 Who controls "status" Cog GF coordinate and update visual management board 11/01/01 11/02/01
19 Central vacuum cleaner doesnot work Put in repair ticket 12/07/01
20 All workersin bldg not aware of changes Present process to entire shop 11/09/01
21 Mechanic tooling not well organized Use 5S process to improve performance 12/07/01
22 Wood shelf on new storage area breaks down Get different material to use for shelving 12/07/01
23 Need to keep room in present condition Develop 5S audit sheet 11/01/01 11/01/01
24 Room reorganized with temp marking Paint permanent lines 12/07/01
25 Amount of breakers allowed in facility (20 limit)
Review improvements to work area to see if limit c an be
raised 12/07/01
Code 2330 action: May need outside help
Shop 51 action: Review work in progress
Shop 51 action
Shop 51 action
Shop 51 action
Shop 51 action
Shop 51 action
Shop 51 action
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Results Safety
Reduced Clutter
Removed Shock Hazard (Broken Test Equipment)
Improved 5S
Identified 80 tagged items
Completed 65 items
Reduced Mechanic Walk Distance by 81%
Lead Time Will be Reduced by 90+%
Improved Floor Space Utilization by 20%
Reduced Part Travel Distance by 20%
Provide Visual Controls
There is a place for everything and everything is in its place
Results
Improved Customer Satisfaction
Employee Ownership
Reduced Overtime
Increasing Breaker Output Better Organization of Work area
Better Working Conditions for Mechanics
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Value Added Time (Days) 10.5 10.5
Wait Time (NVA) 144.5 80*
Repair Lead Time = 155 days 93 days*
Useable Floor Space (SF) 1,710 2,052
Walking Travel Distance (Feet) 12,552 2,385
Part Travel Distance (Feet) 513 410
* Calculated from breaker deliveries since 11-16-01
Original State Current State
Results
Value Added Time (Days) 10.5 10.5 0%
Wait Time (NVA) 144.5 1 99%
Repair Lead Time = 155 days 8.5 days 90+%
Useable Floor Space (SF) 1,710 2,052 20%
Walking Travel Distance (Feet) 12,552 2,385 81%Part Travel Distance (Feet) 513 410 20%
Safety
Improved 5S
Provide Visual Controls
Current State Future State
Potential
Improvement
Results
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The Dream Team
Questions