5s - Rapid_improve

7/30/2019 5s - Rapid_improve

1/20

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


2/20

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.


3/20

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


4/20

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


5/20

BreakerFlow Diagram

Spaghetti Diagram

12,552 ft


6/20

Before Situation

Before Situation


7/20

Before Situation

Before Situation


8/20

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


9/20

In-Process Picture

In-Process Picture


10/20

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


11/20

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


12/20

After Picture

After Picture


13/20

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


14/20

After Picture

After Picture


15/20

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%


16/20

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


17/20

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


18/20

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%


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


19/20

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


Current State Future State

Potential

Improvement

Results


20/20

The Dream Team

Questions

5s - Rapid_improve

Documents

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