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Job Status Closing Out Refits Deferred Work

Job Status Closing Out Refits Deferred Work. October 08. In Aug 05, a team of General Foremen and Shop Supervisors worked on an Administrative Lean effort to:. Create more deck plate time for general foremen

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Job Status Closing Out Refits Deferred Work

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  1. Job StatusClosing Out RefitsDeferred Work October 08

  2. In Aug 05, a team of General Foremen and Shop Supervisors worked on an Administrative Lean effort to: Create more deck plate time for general foremen and foremen (supervisors) so they may use their technical expertise/knowledge to be a mentor, teacher and provide an appropriate level of supervision on the job site. Deck plate time influences reduced rework, less critiques, improved safety, increased productivity and successful job training

  3. Teamwork

  4. What we heard… (with some shock value) “My boat work is the least of my worries. I have no trouble with boat work.” “I had so many interruptions I could not document the interruptions.” So, we looked at where the interruptions were:

  5. Status Information* Training* Work Packages / AWRs* Coordinator of Trades Timekeeping / Payroll Discipline Right tools / equipment / maint. Surveillance / Audits (critiques) Safety Hiring Performance Evaluations (Career Ladder, Apprentices) Assignment of Work Shop Budget (includes training, tools) Man hour and material estimates Overall Scheduling (overtime, physicals, training) Awards Maintain Records (employee records) Union issues Injury / accident investigation Finding, Referencing TRF instructions Writing, planning , tracking timelines Purchasing Replenishment Support (research material, pricing, etc) * Key areas identified for detailed analysis Non-Deck Plate Time

  6. Current State • Deck Plate Time: Sup. & GF = 1 hour / day Observation: GF and Supervisors generally work 10.5 hours* a day. Overtime achieved through early arrival, working through lunch, staying late and additional work at home • Interruptions (ave. for GF and Sup. across all shops) Conservative est. of 2 min/interruption Phone calls: 51 E-mails: 39 Visits: 38 Total: 128 interruptions = 4.3 hrs/day • Status Information(Turnovers, PSR, Production Meetings) Supervisor = 2 hours, 5 min / day GF = 3 hours, 5 min / day • Training: Supervisor = 1-2 hours / day GF = 1-2 hours / day • Work Packages / AWRs Supervisor = 1-3 hours / day GF = 1 hour / day

  7. Has the number of interruptions and time spent managing work status changed?

  8. Current StateStatus Information* *Status Information includes the finding and reporting of job status 1430 70 Interruptions per day per GF and Supervisor not included in calculated man-hours

  9. Recommendations Status Information • Conduct one production meeting at 0630 to communicate work plan for the next 24 hours with Refit Manager responsible for coordinating and expediting activity to meet goals for the next day. Use electronic communication. • PSR updated and available in real time. • Better planning among General Foreman contingent on early production meeting. Timeline Schedule • Refit Manager or Zone Managers write all time lines with input from shops – Impact 2 to 3 hours / week • Refit Manager assumes responsibility to provide coordination of trades and real-time communication. Impact 1 hour / day

  10. Future StateStatus Information 0630 0630 0630 1430 0730 Reduce by not collecting status T = 15 Min PMA meeting held at 0630. Refit mrg. Attends. Priority data sent electronically Interruption Reduction by 50% saving 70 min/day per Sup. & GF or 49 man hours total PSR Status Real Time & Accessible 70 Interruptions per day per GF and Supervisor not included in calculated manhours 69.4 hours/day % Plus reduced interruptions

  11. Recommendations Systems IT • Use bar-coding or other tracking system for time keeping, training, and tracking work packages – Impact 30 minutes / day • For changes to instructions, include synopsis of change in e-email or change – Impact 2 hours / week • Establish a universal password to eliminate multiple passwords –Impact .5 hours / week

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