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Puget Sound Naval Shipyard

Circuit 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

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

Lean Manufacturing Training


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.

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

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

Breaker Flow Diagram

Spaghetti Diagram

12,552 ft

Before Situation

Before Situation

Before Situation

Before Situation

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 Presented Plan of Action

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

M a n Work Bench (WB)

WIP/AWP

S to ra g e
M ic ro w a v e

Storage
P a lle t

In c o m in g W o r k S to ra g e T a b le P a lle t P a lle t P a lle t 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

Circuit Breaker Repair "Simplified" Value Stream Map - Current


Supplier (Customer)

Value Stream Map - Existing


Takt Time = 1 Week

Customer 50 Breakers / Yr

Rec / Inspect Time = 2 hrs

Ship to Shop Time = 1 hr

Waiting for Shop


RIDL Time = 1hr

This loop happens up to 9 times per Breaker

Shop Inspect Time = 2 hr

Waiting for Tech. Code


Wait

ait W ait

ait

Wait

Wait

Wait

Wait

Wait

ait

Repair Time = 34.5 hrs

Appendix A Time = 2 hrs Wait

Reliability Time = 2 days

Appendix B Time = 16 hrs

139 Inspect Time = 1 hr

Pack / Ship Time = 1 hr

Packaging Time = 2 hrs

RFI Inventory

Order Parts Time = 8 hrs

Waiting for Paperwork

Waiting for Parts


Up to 30 Days 10 to 100 days 2 Days 3 Days 2 to 15 Days 3 Days 2 Days 2 Days

Repair Lead Time= 155days Value Added Time= 84.5 hrs

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

Value Stream Map

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

After Picture Status


Color In Stock list

How are we doing?

Cos

Status is Color-Coded: Red = Stopped Green = Working

After Picture

After Picture

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%

Status is Color-Coded: Red = Stopped Green = Working

Status Board

In-Stock

Cost 5S

Circuit Breaker Repair "Simplified" Value Stream Map - Future State


Customer 50 Breakers / Yr
Takt Time = 1 Week

Supplier (Customer)

Rec / Inspect Time = 2 hrs

Make "Dirty 30" Parts Avaiilable to Mechanic

Change in RIDL Documentation Procedure

Ship to Shop Time = 1 hr

Appendix A Time = 4 hrs

Repair Time = 34.5 hrs

Appendix B Time = 16 hrs

139 Inspect Time = 1 hr

Pack / Ship Time = 1 hr

Packaging Time = 2 hrs

RFI Inventory

Change Sign-Off Proceedures

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

30 Day Homework List


Problem / Opportunity Improvement (Solution) Target Date
11/2/2001

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

Phone is away from mechanic work area.

Move or relocate phone

11/9/2001

Add phone line - in progress

Numerous Vidmar's used for storage

Consolidate Vidmar's

11/9/2001

Shop 51 Action: Consolidate vidmars

"Strategic Assets" of Material in Vidmars

Indoctrinate material into Supply System

11/09/01

Shop 51/Code 500: Turn material into supply

Project Target Motors being worked in same area

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

Shop 51 Action: Determine suitable replacement

12/07/01

Shop 51/Code 2330: Review/design

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 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

Code 500: May need outside help

Design new floor arrangement

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

Shop 51: Perform Cost Analysis for adding locker

11/02/01

11/01/01

30 Day Homework List (Continued)


16 Getting approval to complete all testing Simplify process with Code 2330 12/07/01 Code 2330 action: May need outside help

17 Assign a cost to "waiting". Reduce Lead Time.

Analyze all improvements

12/07/01

Shop 51 action: Review work in progress

18 Who controls "status"

Cog GF coordinate and update visual management board

11/01/01

11/02/01

19 Central vacuum cleaner does not work

Put in repair ticket

12/07/01

Shop 51 action

20 All workers in bldg not aware of changes

Present process to entire shop

11/09/01

Shop 51 action

21 Mechanic tooling not well organized

Use 5S process to improve performance

12/07/01

Shop 51 action

22 Wood shelf on new storage area breaks down

Get different material to use for shelving

12/07/01

Shop 51 action

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 Review improvements to work area to see if limit can be raised

12/07/01

Shop 51 action

25 Amount of breakers allowed in facility (20 limit)

12/07/01

Shop 51 action

Safety

Results

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

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)

10.5 144.5 155 days 1,710 12,552 513

10.5 80* 93 days* 2,052 2,385 410

* Calculated from breaker deliveries since 11-16-01

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)

10.5 144.5 155 days 1,710 12,552 513

10.5 1 8.5 days 2,052 2,385 410

0% 99% 90+% 20% 81% 20%

Safety Improved 5S Provide Visual Controls

The Dream Team

Questions