AFSO21 RIE

TACTICAL RAPID IMPROVEMENT

EVENT FIELDBOOK

How to conduct a successful Rapid Improvement Event as part of the Air Force Smart Operations for

the 21st Century (AFSO21) Effort

January 2006

Beta Version

1

PREFACE

A paradox of documenting a Tactical Rapid Improvement Event (RIE) Field Book is that though the body of knowledge is continually improving and changing, the core concepts remain consistent. The Air Force is continually learning new applications for improvement in the wide range of situations they face daily. Thus, this Field Book strikes a balance between documenting the core or must-do principles and the tailorable tools that may not all be implemented in every area. Care was taken to provide examples in most cases, with good use of graphics.

The purpose of this Field Book is to serve as a reference for any Air Force team member who will Facilitate or participate in an AFSO21 Rapid Improvement Event or initiative – usually one work week in duration. It is meant to be a guide, but not necessarily a recipe to be followed without thought about the operation. Further reference and detail is provided in the wider-scoped CONOPS and Implementation Plan for Air Force Smart Operations (AFSO21).

This Field Book focuses exclusively on the Rapid Improvement Event. It does not take the place of the wider-scoped CONOPS and Implementation Plan for Air Force Smart Operations that provide the plans and framework for full enterprise transformation.

Any Air Force team member who wishes to lead Rapid Improvement Events should work for a time with a learned expert who has successfully led transformations with other organizations before. This is not because the toolkit is so mysterious that it cannot be learned but simply because it is a “learn through doing” system. This Field Book will show the user key steps in conducting a successful RIE – a key step for an organization on its journey toward a culture of continuous transformation.

PERSONAL JOURNEY RECORD:

(Record your RIE’s on this page; get your RIE Facilitator to sign)

Event Title Event Type Dates

Event Types described on next page.

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PERSONAL JOURNEY RECORD – PAGE 2:

(Have your RIE Facilitator sign this page next to the CPI Tools you learned and used)

Improvement Tool Trained Applied Cert VSM: Current State Map Future State Map Annual Action Plan Communication Plan Basics: Flow & Pull 7 Wastes Standard Work 6S 5 Why’s Advanced: Total Productive Maintenance QCO/Setup Reduction Cell/Workplace Design Kanban Level Production Quality: Problem Solving Error Proofing Six Sigma (belt/training) Six Sigma (project) Training – 8 Hr Basic Instruction

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• doing: Get expert help, but you must do

transfer

•

lts

Manage your Operation with a focus on improvement

• not happen overnight

your area are ments!

Th orm an organization:

• Operational

• Cultural

KEYS TO AFSO21 TRANSFORMATION IN THE AIR FORCE:

• AFSO21 requires Leadership at all levels

• Leaders must engage and actively PARTICIPATE

All employees learn byit yourself

• Educate the ENTIRE workforce: Knowledge

• Operationalize AFSO21: Involve everyone

Tie all actions to key metrics: Customer Value & Combat Readiness

• Change your Metrics to change behavior for desired resu

•

It is not easy and will

• The only constant is change; be sure the changes intrue improve

ree aspects must change to transf

• Physical

Air Force Hanger (modeled after the Toyota House):

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 1

AFSO21 Operating System

PillarsSUPERIOR

PROCESSES

• Core Mission Focus• Responsive • Right the First Time• Waste RemovedElements

VALUEDAIRMEN

• Innovative Airmen• Knowledge

Enabled• Accountable• Recognized/

Rewarded

COMBATCAPABILITY

Asymmetric:- Global Strike- Global Mobility- Intell/Surve/Recon/

C2

Performance Standards & MeasurementFoundation

Bedrock Integrity Service Excellence

AF Smart Ops for 21st Century – AFSO21CONTINUOUS IMPROVEMENT: Lean—Six Sigma—Reengineering

JOINT CDRSAir/Space/Cyberspace

Capability for Joint Fight—When/Where Needed

DesiredResults

AIRMENDeployment Predictability, Safe

Work Place, Involvement & Satisfaction

AIR FORCECombat Capability,

Flexibility, Efficiency, & Sustainability

The AFSO21 Operating System diagram above illustrates the bedrock, foundation, key pillars and results needed to move your operations along on its transformation journey. It portrays a holistic approach that focuses on Superior Processes, Valued Airmen, and Synchronized Combat Capability in order to provide lasting Results for our customers (Joint Commanders), Airmen and the Air Force.

The Air Force method for continuous improvement will blend Lean, Six Sigma, and other recognized techniques with our Airmen culture focused on combat capability, innovative Airmen, and responsive processes with minimal waste.

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Principles, Tools & Systems in the Hanger Model:

The AFSO21 journey applies key, unchanging Principles and tools. The principles are “must do’s” that guide transformation, interwoven throughout the improvement process from planning through sustainment. These principles also apply well in “Above Shop floor” and support areas. Air Force operations are already operating on a strong Base of our core values, our adherence to standards, and measuring results. The three “Pillars” represent delivery of war-winning, asymmetric combat capability and effects (why we exist as Airmen), the attributes of our workforce we must develop, and the ever improving processes that deliver results for our customers (Joint Commanders), our people, and our Air Force as an enduring and continuously improving institution.

Primary tools and methods we will use in our AFSO21 operating system will include Lean, Six Sigma, Theory of Constraint, Business Process Reengineering, and other methods. We will adapt these techniques to our culture. They will be used in our relentless pursuit to improve the capability we provide to the joint fight and homeland security. Our aim is to deliver that capability with less non-value added work and resources—to reduce the cycle times in our processes similar to our efforts to reduce the kill chain in time critical targeting.

Model for AFSO21 CPI:

This model is followed from Step 1 – Leading Change through Step 5 – Measure, Assess & Sustain. We will use this model to describe the steps taken to complete a successful RIE. Some loop-backs can happen during an event. Please note that each AFSO21 event often kicks off several more iterations of this cycle as more Redesign, Improve and Sustain actions open up new avenues to improve the operations.

Measure, Assess & Sustain


Process RedesignProcess RedesignImproveImprove

Organize & Prioritize


Leading ChangeLeading Change

Continuous Improvement Centered on

Combat Capability

Cultural Transformation

1

5

4 3

2



Process RedesignProcess RedesignImproveImprove



Leading ChangeLeading Change

Continuous Improvement Centered on

Combat Capability

Cultural Transformation

1

5

4 3

2

It is the multiple passes (whether in a project area or larger Air Force end-to-end processes) that result in the greatest gains. A single pass is equivalent to an action workout. It is the continuous pursuit of improvement and revisiting areas to see and take the opportunities for greater waste removal, variability reduction, and improvements to combat capability delivered. A net effect is a cultural change in how we do and think about the work we do.

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Typical Rapid Improvement Event (RIE) Timeline:

Please note the importance of leadership involvement in the setup and scoping of each RIE. A Strategic VSM session with Strategic Alignment and Deployment is needed in advance to avoid losing the impact of each RIE and to help prioritize which RIE’s will yield the “biggest bang for the buck”.

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 65

Event- 4 Wks

Exe

cuti

ve

Cou

ncil

(Com

man

ders

&

Sta

ff)

Cor

e T

eam

(M

BB

’s, B

B’s

, C

onsu

ltan

ts)

Impl

emen

tati

on

Tea

mM

embe

rs

SecureServicesof Coach

Pro

ject

Exp

lora

tion

ProjectEvaluation

Pro

ject

Cha

rter

ing

Pre

-eve

ntP

repa

rati

on

Eve

ntPublish Results

Follow-up

Eve

nt K

icko

ff

Team Leader

Process OwnersIdentify

PotentialProject

Out

-bri

ef a

nd C

eleb

rati

on

AFSO21 RIE Schedule

- 3 Wks - 2 Wks - 1 Wk + 1 Wk

This key session, along with strategic planning by the leaders in your area, align all of the various improvement efforts.

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– The Big Picture:

y Process in our area (what we deliver to the Customer)

• Form a Team that create the “Vision” for this process

• Understand Customer Demand

• Map the total process at the “50,000 foot” level with minimum detail

• Identify the total time for each step the process (80% of the time, it takes less than …)

− Note: If the Total end-to-end time (TAT or Lead Time) does not make sense, you have missed something in the process.

• Identify the Minimum Cycle Time (MCT) for each step in the process

• Use the comparison of MCT and TAT to identify Waste

is. Criteria considerations:

− Close to Customer

Preliminary Step: Total Process Value Stream Map

[Leaders in your area should conduct this VSM “visioning” session before your RIE. Refer to this overall vision and plan when you start setting up your RIE.]

• Select a Product or Ke

Elimination opportunities in the high-level Value Stream

• Select a target area for more detailed analys

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asis

ure states; integrate all other transformation and

r “projects”.

(see next pages); NOTE: the

s brought forward by the team.

Example

An RIE that ilikely be a success. are two of the most critical success factors for RIE’s.attention to the “expected improvements” goals. These goals should be me y ne t“stretcexamp mart Ops for

In additio scope, other critical fields include:

understands the objectives MUST lead the team. This person will be

− Opportunity to improve total Lead Time for the Customer

− Ability to deliver waste reduction results on a timely b

• Develop a detailed Action Plan to close the gap between your Current and Futimprovement initiatives into the overall plan. The overall plan will include follow-on RIE’s (like yours), “just do it” tasks and somewhat large

• Start the setup steps for your RIEsupervisor or key leader in each target area should be the Team Leader for the RIE and should help implement and sustain all change

of the AFSO21 Support Request Worksheet Form:

s well-scoped with buy-in by leaders and stakeholders will These

All of the fields need to be filled out completely with great

asurable, numerical and integrate into the goals of the unit. Theed o align with the overall Air Force goals. The goals should

h” the team toward even greater success. Blank and completed les of this Form can be downloaded from the Air Force S

the 21st Century – AFSO21 Community of Practice (CoP).

n to a clear objective and

Point of Contact (POC) Information. Someone who

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Leading the identi

and aumake

Team participants: RIEs are only successful when they have kn wh aeffort.

Requested Date and Location for the Event: The sponsor, am participants, critical stakeholders, process to be studied, and

ek. e event

the event, working closely with the facilitator and coordinating fication, attendance, and expectations of the team members.

Sponsor: Each RIE must have a sponsor with the availabilitythority to approve and support the changes the team decides to during the event week.

ow edgeable participants who have embraced the idea of change ando re willing and capable of being the driving force behind such an

l

tefacilitator must all be available simultaneously during the RIE weThis requires some coordination and can drive when and where thshould take place.

Example of an AFSO21 Support Request Worksheet. This

sheet can serve as a team charter.

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AFSO21 Support Request Worksheet

RIE (Process targeted for Improvement): F-15 Acceptance Inspection (AI) ProcessMAJCOM Priority: __________ Wing/Directorate Priority: __________ Date of submission: ______

Impact of Event o e being ancy , waste

rease aircraft d future.

n Overall AF Goals - Increased Aircraft Availability - Reduced total cost

Impact: defined and documented process for AF and Guard to accept a planreturned from PDM in Warner Robins AFB. This process will reduce redundand damage caused by unneeded disassembly and inspection and i ncavailability. Overall impact : increase in aircraft availability in the near term an

Unit: 154th WingBase: Hickam AFBSponsor: - Owns all processe s u

Group/CC or higher (name, title)nder study ; Colonel Ronald P. Han, Jr.

Commander, 154 th Maintenance Group, 154 th Wing POC: (name, phone, e - mail) Lt Col Bill Petti, (808)448 -8429 or DSN 448 -8429, [email protected] Mission Sh ortfall: (schedule, cost, quality) Complex acceptance procedure delays availability of plane and increases costs

Current Measures of Effectiveness: (name, description, st d, FY04/current value) Current time and cost to perform acceptance in spection in terms of flow days and

manhours, accuracy of part serial numbers.Brief description of current process: (include boundaries by highlighting start and

stop of process) An Acceptance I nspection will be accomplished on all newly assigned, tra nsferred, loaned or returning aircraft from Program Depot Maintenance (PDM); to include modification and TCTO's accomplished by CFT's or depot away from home station before placing into service at home station. In conjunction with a periodic/ isochronicalinspection when possible. If no periodic inspection is due.. . QA will review the PDMwork package and Form 103…The check sheet will be placed in th e aircraft forms and routed to PS&D after all items have been initialed/signed by appropriate work area.

Description of expected improvements: Faster availability of aircraft after returning form PDM, reduced cost, and no reduction of accuracy of seri al number data

- Schedule Acceptance flow days reduced - Cost Cost to receive aircraft from PDM reduced- Quality No change expected in the short term; could be if FOD issues are resolved

Implementation Team Members: (name, unit, training/experience in Lean) Lt Col Bill Petti, 154 th MXG, (at Lean Executive Training at Warner -Robins-Feb 05)

Lt Col Jan Sue Heverly, 154 MXS, no Lean training yet … (others)CMSgt Irvin Yoshino, 154 MXG, attended L ean training at Hurlburt Field

Personnel Responsible for Sustainment of Gains: SMSgt Douglas Awana, 154 AMXS, Production Superintendent

SMSgt Dominador Molina, 154 MXS, F -15 Inspection Docks ChiefOther Potentially Affected Groups or Parties (Other MAJCOM’s, bases, cross - functional teams, prog rams, initiatives, etc)

PACAF/LGM and 15 th AMXS (will be sending representatives to Lean Event)

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Step

An RIE needs to be set up properly. Please use the setup checklist from the Air Force Smart Ops for the 21st Century -- AFSO21 CoP. In preparation for the event, meetings or conference calls should be held with the team participants, critical stakeholders, sponsor and facilitator. Here are some key questions you can ask during your meetings/calls starting 3 weeks in advance of the event:

Answer all Questions with your Leadership Team

1. Are all participants and affected parties aware of and in agreement with the objectives, scope and expectations for this event? (Do this at least twice in advance of each RIE event)

2. Who will officially kick off the workshop (sponsors and process champions are good candidates)?

3. How will views of nonparticipating associates be brought into the process (before/during, will they be available for daily outbriefs)?

4. When will the workshop sponsor need to be present at the event?

5. How will progress be reported out during the RIE; who will do this (the team leader / POC may be the presenter or may share the presentation responsibilities)?

2 – Organize and Prioritize:

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end of the workshop m should they be

6. How will results be reported out at the (there are standard report forms, but to whosent)?

7. When and how will follow-up activity progress be communicated to the sponsor and management team? By whom?

Event – 4 Weeks

•Event focus area

Event – 3 Weeks

Event – 2 Weeks

Event – 1 Week

Team Leader•Prepare data

employee suggestions,

for event•Confirms event

all affected parties

Leading Ch

identified•Consultant Assigned•Team Leader assigned

Team Leader•Begins collecting primary data

ies•Defines goals

•Determines some opportunit

•Selects team members•Identifies resources required

Tm LdrForwards

event goals

team roster, preliminary data, and

to Facilitat.

Team Leader


ange

• Confirms avail.of personnel/resourc

r

parties in the event focus are

•Ensures affected

•Reminds leaders, and sponsors to be available fo

packets,

Inbrief and Day 5 Outbrief•Ensures affected

supplies, toolkits, forms, meeting spaces

aware of pending event

agenda and schedule with

partied have a method to forward observations

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p

Action the week of the actual RIE. Focus on your team m ber

t p s of queensure p stays on task through the course of a day and the week. This includes setting clear expectations on what will be accomplished each day and setting expectations on the day, which typically could run longer than an 8 hour duty day. So all should plan for it. As the event is conducted, capture portions that will be part of the outbrief in an organized and chronological order. The order includes the problem the team is addressing, current state process and performance, problem identification, and improvements recommended, with associated measures. In the best events (especially in a “shop” area project), improvements should be implemented and validated during the one-week RIE.

The following steps need to be followed closely. The appropriate day is noted.

Typical Event Week – Agenda:

1. [Day 1] Present the Charter/Worksheet; clarify the boundaries

2. Review the RIE “Current State” and/or the RIE “Tools” Briefing/Training slides on the tools & principles.

3. Do a ‘Group Waste Walk’ – physically (if possible) or virtually (if not possible to go where the process occurs) walk as a team through the entire process.

Ste 3 – Process Redesign

s duringem s and make sure they stay focused on the goals. Use flip

char aper and capture any ideas or thoughts as you go. Ask lotstions to see if they are tracking. Be a good time manager to the grou

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or list of steps); mark steps Value-Added (NVA) (See

Root Causes and constraints in the current state to be sure that you eliminate as much waste as possible in your

10. Develop the detailed Lean Action Plan (how to get from the

11. Action Items. Secure the approval of the

12. le on

13.

4. Capture the Current State (mapas Value-Added (VA) or Non-section below: Describe the current state)

5. Identify Current problems and issues

6. [Day 2] Present the RIE “Future State” and/or “Think out of the box” Briefing -- Leave behind any frustration that was created as you closely examined of your current state and think about improvement for a while.

7. The team may (or may not) develop an “ideal state” vision. Depending on the experience and culture of the team, it may be helpful to draw a vision of the process if it could exist perfectly with no waste.

8. Develop a “future state” vision – either by removing as much NVA work from your current state as you can or byadding back to your ideal state (if the team created one) the NVA work that you cannot yet (during this RIE) eliminate

9. Identify

future state.

current to the future state)

Prioritize thesponsor and other leaders to move ahead.

[Day 3-4] Capture, Post and Train all affected peopfuture Standard Work and process changes

[Day 5] Present the RIE Final Results briefing

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i

mple results

•

•

ark

•

•

e erasing)

Typ cal Event Week – Bill of Materials:

• Laptop with latest Training Briefings and saBriefings

• Powerpoint projector to show your files on a screen or wall

Flip Chart and Easel (tape to wall; apply post-its)

• Large roll of butcher block paper

Post-it notes (to capture the Current State)

• Red and Green stickers (3/4”, AVET #5466, 5463, to mvalue added steps)

Copy of Training slides (1 each, black and white, 2 handouts per page, double sided)

• Waste Walk Form or 7 Waste Checklist

Digital camera (secure permission from your site first; use to capture all Before and After pictures, team pictures, and pictures of the whiteboards befor

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A

It mpossible.op t de i and Implementation Pl o 1st Century -- AFSO21 CoP.

•

•

• Department Metrics (if tracked)

Step 3 – Process Redesign

. Describe the Current State

is i portant to capture the Current State in as much detail as When documenting current state of any process or

era ion, you can also use the following tools. These arescr bed in detail in the AFSO21 CONOPSan n the Air Force Smart Ops for the 2

• Value Stream Mapping (picture pg 23)

• Current Standard Work (picture pg 37)

Affinity Diagrams (left center, pg 31)

• Spaghetti Diagrams

Current Cycle Times of each process step

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to display Current State data etrics tracked will depend on

ke sense to your team.

Here is an example of a format usedcollected during your VSM. The myour process, so change them so they ma

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Here are some additional data collection elements and tips for documenting current state:

• Customer requirements (units/day, quality specs, min delivery time)

• SIPOC (for each Process we are studying, identify several Inputs and Outputs, and then Suppliers and Customers for each Input and Output)

• Other Selected Process Metrics (e.g. overall end-to-end time, Available Time, defects, etc.)

• Complete a quick walk through the target area to validate the main processes.

Step 3 – Process Redesign

B: Analyze the Current State

made documented each step in your Current State made them visible (on a chart, wall, projected file, etc.), mark

value in the eyes of the customer (Recommended: een stickers for value added and red for non-value added if

you are using post-it note to capture each process step as in the e below).

Now that you and which steps add use gr

pictur

Valuable:

• Is the output of the process what the customer wants and needs?

• Are there items missing that can add value to the customer in the current process?

• Steps that do not add value should be eliminated

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• Time spent on Non-value-added steps that are required should be reduced.

Capable:

• Can each step be performed the same way with the same result every time?

• Is the result satisfactory from the standpoint of the customer?

• Can the steps be executed in similar locations with the same output every time?

Adequate:

• Can each step be performed every time it needs to be performed?

• Can each step be performed in the cycle time required?

enough capacity to perform each step without

increments?

customer requirements?

• Is there waiting?

• Is there too much capacity due to the need to add capacity in large

• Can the process accommodate changes to operating conditions and still meet

• Can the process produce similar quality outputs across a range of operating conditions?

Step 3 – Pr

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d

ocess Redesign

C. I entify Current Problems & Issues

Paper Jamsin theCopier

Method Machine

Materials Environment

Human

Measurement

Improperloading

Manualeruption ofInt

Job

Lack ofTraining

Lack ofdocumentation

No StandardWork

No Training

No preventiveMaintenance

Old Model

Poor Design

Paperlevel n

clearlymarked

fillot

Number ofjams per daynot captured

Poor qualityPaper

Paperwrinkled inshipment

Supplier notaware ofproblem

Copieroverheats

Paper getswet

Room not airconditioned

Roof leaks

Fishbone or ams are used to brainstorm po t develo“WTh failure es were likely just

ot issues.

Cause & Effect diagrten ial root causes to a problem. The “5 Why’s” is method

ped by Toyota for analyzing and solving problems by asking hy?” five times or until no other reasons can be brainstormed.

ese “root” causes are what need to be addressed to eliminate . The first few brainstormed caus

symptoms of the more underlying ro

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Steps 3 & 4 – Process Redesign & Improve

D. Identify Waste for Elimination

The team and key stakeholders then develop a “waste free” Future State vision for the process. Once you have as waste free of a picture or vision as possible (given your time, resources and buy-in by the team), it is time to start developing an action plan and implement it. An example Future State Map is below. Again, it is recommended that you use your original post-it note process steps (with green stickers for value added) to do this step. Make sure that you do NOT move any red-stickered (non value added) steps over to the Future State unless there is no other solution.

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anges against the goals. Results should be documented. Note: always take a “before” picture before you move some major objects.

A good example of these steps through Future State Map and Action Plan is included on the next page. A good way to prioritize the Action Items that were brainstormed in the prior steps is to rank them based on Difficulty (how easy and cheap it would be to implement this step) and Impact (progress toward the goals of the RIE). An example of this follows. The cutoffs for these factors should be defined before prioritizing the tasks. For more examples, see the Air Force Smart Ops for the 21st Century -- AFSO21 CoP at link.

Step 4 –Improve

During this step, the team will plan out then implement the solutions selected in the previous step. The team should communicate all potential changes to the people in the affectedarea before, during and after the RIE. After implementing each item, the team will then evaluate solutions against targeted goals to determine effectiveness. New process cycle times and Standard Work will be updated as well. The team will verify their results from the previous step and measure the impact of their ch

Potential Action Items are placed in one of the four quadrants. Those items that can be implemented with minimal effort but have a large impact should become “just do its”. Others may be future

equire more investment – but may be just RIEs or projects which ras worthwhile to pursue.

Impact

y
Difficult
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debriefing within the group before presenting to leaders. During this meeting the group will:

• Document areas where further examination (and follow-up – may be another RIE) may be necessary

• Identify who will monitor (and audit) changes, and who will update the action register with future results

• Identify areas for future RIE events

• The team should also recognize the efforts of those in the area being improved

It is important to present your RIE results to leaders and stakeholders on the final day of your RIE. Do not wait until a fancy briefing can be drawn up and approved. Present what you have, even if it is just hand-drawn flip charts. These sometimes make the most effective or busy leaders. Note: make sure you discuss the importance of thanking the team with your leaders in advance. Nightly outbriefs to these leaders can prevent a negative reaction in front of your team.

The Team Leaders, Champions & Sponsors need to check on all major improvements in the days, weeks, and months following the RIE (especially Monday after)! The final briefing action plan should be used to prevent backsliding. Follow-up must continue until the plan has been implemented, stability has been achieved on the new process, and/or the next improvement effort on the process has begun.

Step 5 – Measure, Assess, & Sustain

The team will do a practice

communication devices f

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mmary This is an example of a one-page final outbrief su

P ro ject T itle : C o u rs e D e ve lo p m e n t V a lu e S tr e a m A n a ly s is ,

M etrics : c le tim e fo r c o urs e de v e lop m e nt b y 5 0 %

Targ et R e d uc e c y

Im

Im p

prove o n tim e d e live ry re lia b ility o ve r b as e line % b y 5 0 %

prove rod uc tiv ity b y 25 %

1 L ead in g C h an g eLt Col John Bukowinski AETC/DOOM•Maj Ken Theriot AETC/LG•Capt Scott Dubsky AETC/LG•Oscar Vigil AETC/DOPA•SMSgt Caleb Washington AETC/DOOM•Tip Farmer AETC/DOOM•Sherry Berg •Samuel Lewis •MSgt Mark Kelps •Douglas Long

2 O rg an ize & P rio ritize

AETC/DPOV345TRS/DORP345 TRS/DORP345 TRS/DORP

•John Palmer 345 TRS/DORP•Lenda Oakes 345 TRS/DORP•Janice Morrison AETC/DOOM•Bernard Frost AETC/DOPP•Rick Jellison AETC/DORB•Elsa Cavazus AETC/DPMTT•MSgt Daniel Specker 345 TRS/DORP

C n

3 P ro cess R ed es ig n

u rre t S ta te M ap / D escrip tio n : F u tu re S tate M ap / D escrip tio n :

% ch g

86 %

78 %

90 %

61 %

59 %

9 %

58 %

82 %

e rsrateg y (le a n a w a ren e s s an d

t p roc e s s)

L a c k l a n d A E T C V a l u e S t r e a m M a p

R o o t C au se A n alys is :

W h y d o es th is take so lo n g ? B ecau se w e h ave so m an y in teractio n s an d h an d o ffs .

W h y can ’t w e s im p lify an d red u ce th ese in teractio n s ? W e can .

5 Measure, A

sses, & Sustain

E xp ected R esu lts :D a ta e le m e nt C urren t s ta te F uture s ta te

T ota l s te ps 58 8

V alue Add ed 18 4

N o n V a lu e Ad de d 40 4

V alue Add ed % 31 % 5 0%

F low T im e 42 6 4 H rs 1 72 8 H rs

M a nu al C y cle T im e 20 6 H rs 1 87 H rs

# pe op le (tou ch es ) 60 2 5

# ap prova ls 98 1 8

B rie f S e n io r Le a de rs h ipG ain co m m itm e nt on tim e-lin e a nd re so urc e sId e ntify “p a th find er” lo ca tionG et a pp lic a b le p o lic y w a ivD e velop c om m u nica tion s t

c ou rs e d e velop m en

4 Im p rove

V a l u e S t r e a m P a t h

R O K A0 . 0 0 % O U T P U T T A K T T I M E

F i x e d A s s e t s I t e m s / P e r i o d T i m e / I t e m0 . 0 0 % 5 3 7 . 8 8 4 1 5 4 . 7 4 h r s

E B I T R E V $ / Y RR e c e i v a b l e s 1 0 0 . 0 0 % V . A . R a t i o

0 . 0 0 % O t h e r 0 . 0 0I n v e n t o r y 0 . 0 0 %

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30

QUICK REFERENCE FOR COMMON CONCEPTS

31

CONCEPT: The Seven Wastes

Only the constant elimination of waste will drive us toward perfection. Thus, our employees need to know what waste is when they see it. And, they need to know how to eliminate or reduce it. Value Activities transform material or information into s ies are w

It helps to have a good list of possible wastes. Here are the seven wastes and many more office or business process wastes:

In Operations... In the Office...

omething that the customer cares about. All other activitaste.

• Overproduction: − Making more than we need

today • Excessive Inventory:

− Having more than we need to Flow

• Waiting: − Not having required

info/part up front • Defective Parts • Motion:

− Excess walking or body movement

• Transportation: − Moving parts long

distances

• Handoffs: Jobs moving through depts. (inbox)

• Waiting (Approvals, etc.) • Transaction Waste • Re-Invention Waste • Lack of ‘System Discipline’ • High Process and Arrival

Variation • System Over/Under-

Utilization and Expediting • Ineffective or Barriers to

Communication • Redundant Tasks • “Stop and Go” Tasks • Useless Information (e.g., e-

mails, etc.)

32

− Performing beyond what is Designing features the customer doesn’t need

• Processing: •

required • External Quality Enforcement

• Not utilizing resources to their full potential

33

CONC Takt Time

Takt Time is the rate at which product omeet customer demand. It is a calculated in should reflect the rate at which a customer requires a part relative to the operating time of a line, piece of equipment or even the Staff group.

1. Determine Total Customer Requirements for the Affected Process. Care should be taken to validate the accuracy of demand information. Study several months of actual demand data together in your team. Consideration should be given for any forthcoming increases or decreases in volume. In cases where multiple products are produced on the same equipment the combined (average) demand should be utilized for calculating Takt Time

2. Determine the Scheduled Runtime for the Affected Process:

Scheduled Runtime = (Effective Minutes) – (Planned Downtime)

• Effective Minutes = (Minutes Per Shift) – (Approved Breaks)

• Planned Downtime is the amount of time an operation is down for scheduled

EPT:

ion r the process should run to crement of time that

reasons.

3. Calculate Takt Time: Takt Time = Scheduled Runtime

Total Customer Requirements Takt Time = Scheduled Runtime

Total Customer Requirements

34

•

− Sequence of operations/tasks in a single process which

manner

CONCEPT: Standard Work

Standard Work:

Standard Work consists of 3 key elements:

• Takt Time

− Amount of time which should be taken to produce a product based on customer demand

− Takt Time = Available Operating Time/ Customer Demand (Daily, Weekly, Monthly …)

Work Sequence

leads to producing quality units in the most efficient

• Standard In-Process Stock

35

mple format.

non-v- w alk time

Run Time REPAIR COMPUTER Time (draw bar for each person,

Example: Standard Work in a sa

# DESCRIPTION AUTO LOADING DIAGRAM:value-add add d

1Pick up, ns

log int a

2 Disassemble, pre-test visually inspect 30 1

3 Repair what was found4 Clean unit.5 Reassemble unit. 36 Perform pre-test. 4

12 Retrieve from rework shelf and repair (Order needed

60 5

13 Place back on the readshelf

18 Prepare for paint

19 Send to and get back from PaintRoom 8

20 Demask un nd pevi sp

9

21 Enter int 1011

L CYCLE TIME:

(sum of each person's manual time)

TAKT TIME

860 min

4/day

MINIMUM STAFFING

Maximum Task Safety 590 min

(1 sheet per cell) WIP Number Caution 215 min

Total Cycle Time: 380 55 0 = WIP

Operati

XX Chie

TECH OPERATOR

3

Standard Work on: Electronic Repair/Test Cell

f Approval:

Product Name:

_______ Approval:S

Manual Task Time

do vis i pection, and o LDMS nd DMAPS. 10

and . visually. 180 2 1

60 2305

parts)y for test 5 6

15 7 10

it a rform final sual in ection

20

o computer and logout 10

12

13

TOTAL MANUA

(takt time)

(available time)

(cust. demand)

(Tot man cyc time)

Peo

ple

21

1;13

7;11

Computer

2-6 1218-19

Station

9-10 16

StationOperator

Repair

Technicians(1 Trainee)

Technician

Repair

8;15

17

14

WIP Rack20

4

41

1

CONCEPT: 6S

36

37

S Standard Work and Area Map

Example: Posted 6

6S End of Day Tasks

6S Area Assignments

38

SARY OF COMMON IMPROVEMENT ERMS

LOSGT

39

LOSSARY: G

Andon Board – A visual control device in a production area, typlighted overhead display, giving the current status of the production system and

ically a

alerting team members to emerging problems.

Autonomation – Transferring human intelligence to automated machinery so machines are able to detect the production of a single defective part and immediately stop themselves while asking for help. Permits one operator to oversee many machines with no risk of producing vast amounts of defective product.

Batch & Queue – The mass production practice of making large lots of a part and then sending the batch to wait in queue before the next operation in the production process.

Cells – The layout of machines of different types performing different operations in a tight sequence, typically in a U-shape, to permit single-piece flow and flexible deployment of human effort by means of multi-machine working.

Changeover – The installation of a new type of tool in a metal working machine, a different paint in a paint system, a plastic resin and a new mold in an injection molding machine and so on. The term applies whenever a production device is assigned to perform a different operation.

Control Chart – A chart with upper and lower control limits on which values of some statistical measures for a series of samples or subgroups are plotted. The chart frequently shows a central line to help detect a trend of plotted values toward either control limit.

40

Cost Management eliminating all sort

– Managing various resources properly, and s of Waste in such a way that the overall cost goes

down.

Cycle time – The time required to complete one cycle of an operation.If cycle time for every operation in a complete process can be r

educed to

cle time

equal Takt time, products can be made in a single-piece flow. Cyincludes set-up and run time and does not include machine downtime.

Cost Management – Managing various resources properly, and eliminating all sorts of Waste in such a way that the overall cost goes down.

Cycle time – The time required to complete one cycle of an operation. If cycle time for every operation in a complete process can be reduced to equal Takt time, products can be made in a single-piece flow. Cycle time includes set-up and run time and does not include machine downtime.

DMAIC – “Define, Measure, Analyze, Improve, Control” are the steps of an improvement cycle utilized in the Six Sigma methodology.

Delivery – Meeting both the delivery as well as the volume requirements of the customer.

Five Golden Rules of Gemba Management – A set of the most practical reminders in implementing kaizen in the Gemba:

3. Take temporary measures on the spot.

1. Go to the Gemba when problems arise.

2. Check the Gembutsu.

41

Standardize to prevent reoccurrence.

4. Find and eliminate the root cause

5.

Five M’s – A method of managing resources in the Gemba:

1. Manpower

2. Machine

3. Material

4. Method

5. Measurement

Five Why’s – The practice of asking “why” five times whenever a problem arises in order to identify the root cause of that problem so that effective countermeasures can be developed and implemented.

Flow – The progressive achievement of tasks along the valuethat a product proceeds from de

stream so sign to launch, order to delivery, and raw

materials into the hands of the customer with no stoppages, scrap or

Flow Production

backflows.

– One of the pillars of the Just-In-Time production syste In in the order of processing so that the work piece flows between processes without interr o

m. flow production, machines are arranged

upti n.

42

Failure Mode and Effects Analysis (FMEA) - An analytical tool used to predict and eliminate in advance any potential design defect in a new product by of component parts on the final pr

analyzing the effects of failure modes oduct performance.

Gemba – A Japanese word meaning “real place” – now adapted in mana e y to mean the “workplace” – or that place where value d ufacturing, it usually refers to the shop floor.

Gem u

gem nt terminolog is a ded. In man

buts – The tangible objects found at the Gemba such as work pieces, rejects, jigs, tools, and machines.

Go to Gemba – The first principle of Gemba Kaizen. This is a reminder that w e normality occurs, or whenever a manager wishes to know the current state of the operations, they should go to the Gemba right y a is the source of all information.

hen ver an ab

awa since the Gemb

Just-In-Time – A system for producing and delivering the right itemthe right time in the right amounts. The key elements of JIT are Flow, Pull, Standard Work (with standard in-process industries), and Takt time.

s at

Kaikaku – Radical improvement of an activity to eliminate Waste. Also called breakthrough Kaizen, Flow Kaizen, and System Kaizen.

Kaizen – Continuous, incremental improvement of an activity to create more value with less Waste.

Kaizen Story – A standardized problem solving procedure to be useeach level of the or

d at ganization. The Kaizen story has 8 steps:

1. Select a project

43

7. Standardize

2. Understand the current situations and set objectives

3. Analyze data to identify root causes

4. Establish countermeasures

5. Implement countermeasures

6. Confirm the effect

8. Review the above process and work on the next steps

Kaizen Systems – Major systems that must be established to attain world class status:

Just In Time Production System

•

• Total Quality Control (Total Quality Management)

•

• Total Productive Maintenance

• Policy Deployment

• Suggestion System

Small Group Activities

Kanban – A communication tool in the just-in-time system whenever batch production is involved. A Kanban, which means a signboard in Japanese, i en number of parts or products in the prod n he delivery of a given quantity. When the

s attached to a givuctio line, instructing t

44

parts e re it becomes an order to produce more.

Kosu

hav been all used, the Kanban is returned to its origin whe

- Refers to the specific man-hours it takes to process one unit of a produ n multiplying the number of wor s involve me it takes to complete the pr ss It is used as a measure of op n is one of the key measures of productivity improvement.

Lead Time

ct i a given process and is calculated byker d in a process by the actual ti

oce , and dividing by the units produced.erators’ productivity. Kosu reductio

– The total time a customer must wait to receive a product after in heduling and production system are running at or below capacity, lead time and throughput time are the sameadditional waiting tim

plac g an order. When a sc

. When demand exceeds the capacity of a system, there is e before the start of scheduling and production,

and lead time exceeds throughput time.

Lean – A philosophy that focuses on economically and efficiently pr needed. It encom ination of waste, quality as a the efficiency of processes w n

M r anning (MRP)

oducing what is needed, when it is needed, in the amount passes optimum streamlining, elim

sur nce, cost reduction, and increase inithi a system by reducing Waste.

ate ial Requirements Pl – A computerized system us to ty and timing requirements for materials us in on. MRP systems use a Master Production Sc ting every item needed for each product

ed determine the quantied a production operatihedule, a Bill of Materials lis

to be made, and information on current inventories of these items in order to schedule the production and delivery of the necessary items.

Manufacturing Resource Planning (MRP II) – Expands MRP to include capacity planning tools, a financial interface to translate

45

operations planning into financial terms, and a simulation tool to assess alternative production plans.

Milk Run – A routing of a supply or delivery vehicle to make multiple pick-ups or drop-offs at different locations.

Monument – Any design, scheduling, or production technology with scale requirements necessitating that designs, order, and products be brought to the machine to wait in a queue for processing.

Morning Market – A daily routine that involves examining rejects (gembutsu) made the previous day before the work begins so that countermeasures can be adopted as soon as possible. This meeting involving the gemba people (and not staff) is held first thing in the morning.

Multi-Machine Working – Training of employees to operate and maintain different types of production equipment. Multi-machine working is essential to creating production cells where each worker utilizes many machines.

One-piece flow – Only one work piece is allowed to flow from process to process to minimize Waste in a just-in-time production system.

Operation – An activity or activities performed on a product by a single machine.

Overburden – Requirements beyond equipment or staff’s capaciJapanese word, Muri, meaning strain and difficulty.

ty.

Pareto Chart – A graphical tool for ranking causes from the most significant to the least significant. This 80:20 principle suggests that 80

46

solving. percent of effects come from 20 percent of the possible causes. The Pareto chart is one of seven basic tools of problem

PDCA – Plan-Do-Check-Act – the basic steps to be followed in makincontinual improvement attributed to Dr. W. Edwards Demming.

g

Perfection – The complete elimination of Waste so that all activities along a value stream create value.

Poka-Yoke – A mistake-proofing device or procedure to prevent a defect during order taking or manufacture.

Policy Deployment - A strategic decision-making tool for a firm’s executive team that focuses resources on the critical initiatives neceto accomplish the business objectives of the firm. The selected objectives are translated into specific projects and deployed down to implementation level in th

ssary

the e firm. Policy development unifies and aligns

resources and establishes clearly measurable targets against which

P,Q,C,D,S,M

progress toward the key objectives is measured on a regular basis.

– Often Productivity, Safety and Morale are added to

rale). QCD as targets to be achieved (Productivity, Quality, Cost, Delivery, Safety, Mo

Process – A series of individual operations required to create a designcompleted order, product or service.

,

Process Cycle Efficiency (PCE) – Relates the amount of value-addtime to the total lead time of the process. PCE = Value-Added Time/Total Lead Time.

ed

47

Processing Time – The time a product is actually being worked on in design or production and the time an order is actually being processed. Typically, processing time is a small fraction of throughput time and

Product Family (Platforms)

lead-time.

– A range of related products that can be

Production Smoothing -

produced interchangeably in a production cell.

The creation of a “level schedule” by ay sequencing orders in a repetitive pattern and smoothing the day-to-d

variations in total orders to correspond to longer-term demand.

Pull – A system of cascading production and delivery instructions from downstream to upstream activities in which nothing is produced by the upstream supplier until the downstream customer signals a need. Thopposite of push.

e

Pull Production – One of the basic requirements of a just-in-time production system. The previous process produces only as many products as are consumed by the following process.

Push Production – The opposite of pull production. The previous process produces as much as it can without regard to the actual requirements of the next process and sends them to the next process

livery)

whether there is a need or not.

QCD (Quality, Cost, De – Quality, Cost and Delivery is regarded as an ultimate goal of management. When management is successful in achieving QCD, both customer satisfaction and corporate success follow.

Quality – Refers to the quality of products or services delivered to the customer. In this instance, quality refers to conformance to

48

cing, delivering, and after-servicing the products or services.

specifications and customer requirements. In a broader sense, quality refers to the quality of work in designing, produ

Quality Circles – Quality improvement or self-improvement study groups composed of a small number of employees (ten or fewer). The quality circle voluntarily performs improvement activities within the

Quality Function Deployment (QFD)

workplace, carrying out its work continuously as a part of a company-wide program of mutual education, quality control, self-development and productivity improvement.

– A visual decision-making

final

members from g e e

procedure for multi-skilled project teams which develops a commonunderstanding of the voice of the customer and a consensus on the engineering specifications of the product that has the commitment of the entire team. QFD integrates the perspectives of teamdifferent disciplines, ensures that their efforts are focused on resolvinkey trade-offs in a consistent manner against measurable performanctargets for the product, and deploys these decisions through successivlevels of detail. The use of QFD eliminates expensive backflows andrework as projects near launch.

Queue Time – The time a product spends in a line awaiting the next design, order processing, or fabrication step.

Standardize-Do-Check-Act – (SDCA) the basic steps to be followed to maintain the current status.

Seven Wastes – The Wastes commonly found in physical production.

• Overproduction

• Waiting

49

•

• Transport

• Over processing

• Inventories

Movement

• Defective Parts

Single Minute Exchange of Dies (SMED) – A series of techniques for changeovers of production machinery in less than ten minutes. One Touch set-up is the term applied when changeovers require less than onminute.

Single-Piece Flow

e

– A situation in which products proceed one complete product at a time through various operations in design, order-taking, and production without interruptions, backflows, or scrap.

Six S’s or 6S – Six terms beginning with S utilized to create a workplace suited for visual control and lean production:

e needed tools, parts and instructions from unneeded materials.

2 o neatly arrange and identify parts/tools for

3 To conduct a clean-up campaign.

4 To conduct sort, set and shine at frequent maintain a workplace in perfect condition.

1. Sort – To separat

. Straighten – Tease of use.

. Shine –

. Standardize –(daily) intervals to

50

5 – To form a habit of allows following the first 4 S’s.

6 evaluate the workplace critically and remove

. Sustain

. Safety – To opportunities for injury.

Six Sigma – A quality improvement methodology that relies on statistical analysis to reduce the variability of processes to enabling predictability and repeatability.

Spaghetti Chart – A map of the path taken by a specific product as it travels down the value stream in a mass-production organization, so called because the product’s route typically looks like a plate of

Standardization

spaghetti.

– Standardization is one of the three foundations of Kaiz ct job.

Stan

en a ivities and means the documentation of the best way to do the

dard Costing – A management accounting system which allocateducts based o

s costs to pro n the number of machine hours and labor hours available to a production department during a given period of time. Stand c to make unneeded products or imize their cost per product by

Standard

ard osting systems tend to encourage managers the wrong mix of products in order to min

fully utilizing machines and labor.

Work – A precise description of each work activity specifthe m u

Statistical

ying cycle time, takt time, the work sequence of specific tasks, and inim m inventory of parts on hand needed to conduct the activity.

Process Control (SPC) – The application of statistical to control a process. techniques

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Takt Time – Sets the pace of production to match the rate of cusdemand and becomes the heartbeat of any Lean system. Calculationsbased on regular working time, n

tomer are

o overtime, meal breaks, or other breaks included. The formula = available operating time / customer demand.

Three K’s (3K) – The Japanese words referring to the general perception of the workplace:

• •Kiken – Dangerous

• •Kitanai – Dirty

• •Kitsui – Stressful

Three M’s (3M) – These three words are used as kaizen checkpoints to help workers and management to identify the areas from improvement.

• •Muda – Waste

• •Mura – Unevenness

• •Muri – Strain

Three M’s in Gemba – The three major resources to be managed in the Gemba:

• •Manpower

• •Material

• •Machine

•Sometimes referred to as 5M with the addition of “methods” and “measurement”.

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Throughput Time – The time required for a product to proceeconcept to launch, order to de

d from livery, or raw materials into the hands of

the custo ocessing and queue time.

To l tenance (TPM)

mer. This includes both pr

ta Productive Main – A series of methods to ensure that ever oduction process is always able to perform its re r uction is never interrupted.

y machine in a prqui ed tasks so that prod

Unevenness – Poor work flow balance. Japanese word, Mura, meaning irregularity or variability.

Value d to a customer at the right time at an appropriate price, customer.

– A capability provide as defined in each case by the

Value Analysis (VA) – A method for cost reduction that aims at reducing material and component costs at the upstream stages of designing and design reviews and involves cross-functional co production engineering, quality assurance, anufacturing, etc. VA is also employed for competitive bench

Value Engineering (VE)

llaborations of product design, and m

marking.

– A method and practice for cost reduction

Value Stream

developed by the U.S. Department of Defense in 1954.

– The specific activities required to design, order, and provide a specific product, from concept to launch, order to delivery, and raw materials into the hands of the customer.

Value Stream Mapping – Identification of all the specific activities occurring along a value stream for a product or product family.

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Visual Control – The placement in plain view of all tools, parts, production activities, and indicators of production system performance, so the status of the system can be understood at a glance by everyone

Visual Management

involved.

– An effective management method to provide ers

for ify

information and Gembutsu in a clearly visible manner to both workand managers so that the current state of operations and the target kaizen are understood by everybody. It also helps people to identabnormality promptly.

Waste – The Japanese word meaning waste. Any activity that consumes resources but creates no value. Waste elimination epitomizes the low-cost, commonsense approach to improvement. *See Seven Wastes.

AFSO21 RIE

Education

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