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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
Monday, October 29
Team Introductions
8 Person Team Representatives from Production, Engineering, Supply, Business Office Introduction Waste Elimination Concepts Visual Management Concepts 5-S Process Approach to Lean Workshop
Identified 30 items
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.
Waste Walk 5-S Visual Management Brainstorming Value Stream Mapping Just Do It
Reduce Mechanic Walk Distance by 90% Improve Lead Time by 40% Improve floor space utilization Reduce part travel distance by 50% Provide Visual Controls
Tuesday, October 30
Data Gathering
Existing
Began Discussion of New Flow for Area Began 5-S (Tagging for Sort)
Before Layout
Spaghetti Diagram
12,552 ft
Before Situation
Before Situation
Before Situation
Before Situation
Wednesday, October 31
Continued 5-S
New Layout
Cleaned Floor Moved workbenches Moved storage bins
Management Presentation
Layout After
P o w e r P a n e l (P P ) P P P P T e s t S ta n d (T S ) V ic e W B T S F ile s T e s t E q u ip (T /E ) P P T /E T /E T /E P a rts T S P a rts T e s t B e n c h (T B ) T e s t A d a p te rs F ire E x . C ra n e T /E C o a t R a c k C ra n e S ta tu s B o a rd P a rts
U P
B re a k e r IN /O U T
P P
H a zm a t L o c k e r V a c u u m
T S T E
C ra n e Work Bench
S h ip /R e c
WIP/AWP
S to ra g e
M ic ro w a v e
Storage
P a lle t
F r id g e
P a lle t
E q u ip
E q u ip
E q u ip
E q u ip
In-Process Picture
In-Process Picture
In-Process Pictures
Customer 50 Breakers / Yr
ait W ait
ait
Wait
Wait
Wait
Wait
Wait
ait
RFI Inventory
2 Hr
8 Hrs
34.5 Hrs
2 Hrs
2 Days
16 Hrs
1 Hr
1 Hr
2 Hr
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
Created To-Be Value Stream Map Prepared for Friday Morning Report Out
Management Presentation
Before Picture
After Picture
After Picture
After Picture
Before Picture
After Picture
Before Picture
Cos
After Picture
After Picture
Total Travel Before: 513Ft. Total Travel After: 410Ft. Goal Reduction: 50% Actual Reduction: 20%
Total Travel Before: 12,552Ft. Total Travel After: 2,385Ft. Goal Reduction: 90% Actual Reduction: 81%
Status Board
In-Stock
Cost 5S
Supplier (Customer)
RFI Inventory
Repair Lead Time= 8.5 days Value Added Time= 57.5 hrs
1 Hr 1 Hr
1 Hr
1 Hr
1 Hr
1 Hr
3 Hrs
4 Hrs
34.5 Hrs
16 Hrs
1 Hr
1 Hr
2 Hr
Completion Date
10/31/2001
Comments
Circuit Breaker Crates are stored in area that could be utilized for other storage. Code 500 store crates in Bldg. 856
11/9/2001
Consolidate Vidmar's
11/9/2001
11/09/01
Review work in area/move motor work to new location. Design/build storage rack for breakers waiting on material/technical resolution
10/31/01
10/31/01
"Waiting" Breakers are stored in work/test area Storage room (front entrance) being utilized as a lunchroom facility. Movement of breakers from 856 to 427 utilizing single crate is cumbersome.
11/01/01
10/31/01
Modify arangement/propose move to another area Propose a design that allows shipment of mulitple breakers in a one box.
12/07/01
12/07/01
11/01/01
11/01/01
11/01/01
11/01/01
AC Test Machine broken Common "shop store" material is not close to mechanic (30 Most Wanted list) Storage of tooling/material is stored in various spots in room
Removed from room. One test machine handles workload. Work with Vendor/supply to provide the material to mechanic
10/31/01
10/31/01
12/07/01
10/31/01
10/31/01
Flam locker not located close to work Mechanic travel time/distance to Bldg. 856 numerous times (RIDL processing, Official Copy)
Review location/add new flam locker Developed method to document RIDL and return officials to Code 139 for certification
12/07/01
11/02/01
11/01/01
12/07/01
11/01/01
11/02/01
12/07/01
Shop 51 action
11/09/01
Shop 51 action
12/07/01
Shop 51 action
12/07/01
Shop 51 action
11/01/01
11/01/01
Paint permanent lines Review improvements to work area to see if limit can be raised
12/07/01
Shop 51 action
12/07/01
Shop 51 action
Safety
Results
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
Results
Improved Customer Satisfaction Employee Ownership Reduced Overtime Increasing Breaker Output Better Organization of Work area Better Working Conditions for Mechanics
Results
Original State Current State
Value Added Time (Days) Wait Time (NVA) Repair Lead Time = Useable Floor Space (SF) Walking Travel Distance (Feet) Part Travel Distance (Feet)
Results
Current State
Future State
Potential Improvement
Value Added Time (Days) Wait Time (NVA) Repair Lead Time = Useable Floor Space (SF) Walking Travel Distance (Feet) Part Travel Distance (Feet)
Questions