A Winning Strategy for Improvement ADWadeJ
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Transcript of A Winning Strategy for Improvement ADWadeJ
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Si l H ?Singles or Homeruns?
A Winning Strategy for ImprovementImprovement
Jeanie WadeProgram DirectorProgram Director
Northrop Grumman Corporation
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The beginning
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Opportunity
Deliveries behind
schedule (in Customer Customersschedule (in one case by hundreds of
units)
wants more if we can deliver
Customers unhappy
units)
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Opportunity
Individual Playing defense
Many sitting on Moralestar
players
defense only
(reactive)
gthe bench
(dis-engaged)
Morale Low
e gaged)
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Opportunity
Strategy Variable Minimal Work Strategy unclear
Variable outcomes
Minimal controls harder
culture
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Improvement Strategy
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Improvement Strategy
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Major Project 1
Initial Performance
40 units per month required 12 units per month delivered (~300 units behind)
Continuous Improvement Process
Value-Stream Map Analysis of takt time
Continuous Improvement People Engagement
p y
Today’s Performance
Solutions identified by floor personnel Resources provided by management
Today s Performance
>70 units delivered consistently for the last 12 months
Today’s People Engagement
Management sees benefit of improvement activities Employees are empowered
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Major Project 1 Continuous Improvement Efforts
TechniciansTechniciansAssemblersAssemblersDesign EngineersDesign EngineersMission AssuranceMission Assurance
Identify Parts Identify Parts with Preferred with Preferred CharacteristicsCharacteristics
Design Design ImprovementsImprovements=
ValueValue--Stream Stream MapMap
Process Process ImprovementsImprovements=
100
M1A2 Deliveries
Mission AssuranceMission AssuranceManufacturing EngineersManufacturing EngineersProgram ManagementProgram Management
Identify Supplier Identify Supplier IssuesIssues
Supply Chain Supply Chain ImprovementsImprovements=
60
70
80
90
100
ered
20
30
40
50
60
Uni
ts D
eliv
e
~700% increase in throughput
0
10
20
Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08
Actual Contract Forecast
Employee Involvement = Month
p yEmpowerment and Improvement
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Major Project 2
Initial Performance
Impacting customer with late deliveries High customer return rate
Continuous Improvement Process
Step-by-step failure analysis and corrective action Clean room and handling contamination
Continuous Improvement People Engagement E l d i k
p y p y g
Today’s Performance
Daily Failure Review Board Meetings Design Changes Employees redesign work areas/processes
Today s PerformanceExceeded contract required deliveries consistently for the
last 12 months Customer returns significantly reduced
Today’s People Engagement
Management sees improvement benefits Employees are empowered
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Major Project 2 – Data-Driven Improvements
Focused Actions Based on Data = Permanent Improvement
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Major Project 3
Initial Performance
>90% First time through test yield required 51% first time through test yield seen
Continuous Improvement Process
Product Characterization Key Test failure analysis
Continuous Improvement People Engagement
y y
Today’s Performance
Value Stream Map Design changes Clean room improvements
Today s Performance
Contract deliveries met consistently
Today’s People Engagement
CI tools used to solve complex problems Employees are empowered
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Continuous Improvement Culture
Belief and Understanding through Demonstration and Participation
QA-Driven~90 Champions
Culture-Driven~1000
Champions
A Continuous Improvement Culture is a Force Multiplier
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Results
Deliveries meeting Customers Customersmeeting contract
requirements
want to buy more
Customers happy
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Results
Teamwork (
Playing Everyone Mo ale(>40 projects in
work)
Playing offense
(proactive)
Everyone involved
(engaged)
Morale Improving
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Results
Strategy Predictable Improved Work gyclearly defined
Predictable outcomes
Improved controls smarter
culture
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Bottom Line
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18