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56A Flex Hose Lean Event Outbrief Trident Refit Facility

56A Flex Hose Lean Event Outbrief Trident Refit Facility. Presenters: 56A Pipefitters/ Flex Hose Shop Lean Team 23 July 04. Project Description. Objective:

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56A Flex Hose Lean Event Outbrief Trident Refit Facility

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  1. 56A Flex HoseLean Event OutbriefTrident Refit Facility Presenters: 56A Pipefitters/ Flex Hose Shop Lean Team 23 July 04

  2. Project Description Objective: To identify and eliminate waste in the 56A Flex Hose shop to improve productivity, use of space, use of manning, safety and flow of product. Scope: Shop 56A (Flex Hose) shop and processes.

  3. Team • Tim Gallagher (Supervisor) • David Young (Supervisor) • Chuck Walters (Pipefitter and Union) • Verneze Ramos (Pipefitter) • Michael Bishop (Pipefitter) • Terry Griffis (Pipefitter) • Terrance Townsend (Pipefitter) • William Whitten (Pipefitter) • Alfred Wittrien (Pipefitter) • Harvey Couch (Code 424, Planning) • SK2 Kenneth Dunn (Supply) • Mike Capotosti (Supply) • Jason Jordan (Code 105) • Tara Morris (Georgia Tech)

  4. No bad ideas Everyone has equal input No pushing problems around Keep broad view Give the process a chance Don’t take it personally – analyzing a process not people Think about “how you want it to be” – what would be the ideal state? Single conversations – everyone listening to take in all information No parking-lot conversations Team Ground Rules

  5. Safety Cleanliness Organization Storage / Inventory Layout Information Outside departments Process / Methods Equipment Brainstorming Brainstorming produced 80+ improvement ideas in the following areas:

  6. 5S and Layout Use 5S and improved layout to: • Create space for current and future requirements • Improve safety • Find more capacity (actual flex hose work hours versus material handling hours) to complete open projects = improved service to customers • Create manageable spaces for material and tools to reduce search time and alert to inventory needs

  7. Sort, Set in Order and Shine:Before and After

  8. Before / After

  9. Before / After

  10. Space to work • DRMO items • Cabinet • Tables • Excess hose • Waste hose • Free Issue • Ready Resource

  11. 5S: Shadow Board & Labeling Where’s a brush when you need one? Always a brush when you need one.

  12. Before Layout Poor crane access Items in aisle Shelf unable to be accessed without rearranging, 40 ft hose in floor

  13. Layout Impact: • Items no longer stored in aisle, longer hose is now in more manageable storage • More frequently used items are closer to workspace, less frequently used items are accessible but not in “prime real estate” • Safety improvement: opened up workspace for better use of crane

  14. After

  15. Savings • Cage storage eliminated and Konex storage limited to non-frequent items • Saves travel and search time, estimated at 30 minutes / week = 25 man hours / year. • Crane is accessible by work table and test stand, estimated material-handling man hours savings are 30 min / larger hose = 30 man hours / yr. • Electric lift will immediately save 100 man hours/yr of searching for pallet jack / forklift. Also saves material handling time for moving/positioning material of estimated 30 man hours / yr. • Tables for band saw will decrease overall handling time by another 30 man hours / yr. Total estimated savings = 215 man hours / year.

  16. Sustaining 5S 5S Audit Score • Goldpile system • Remove unneeded items • 5S Audits • Weekly • Results posted • Cleaning Schedule • Daily, weekly, monthly • Shared responsibility • Training

  17. Pending items: • Items on order: • Electric lift (saves searching for forklift/pallet jack, reduces assistance by other mechanics, increases safety) • Tables for band saw (safety improved, less handling) • Cart with bins (point of use storage, take to job where needed) • Hoppers for waste hose (outside storage) • Paperwork and telephone stand • Roller ladder for access to shelving • Fan cords out of aisle, work request in progress • Retractable electrical cords for work table area

  18. Sources of Flex Hose Inventory • Deferred refit material • Excess material • Material changes • Cancelled jobs • Hard to get items • Partial Jobs – • Material waiting for other parts of JCN

  19. Example: • Typical example of delivery to flex hose area • Work done to separate: • What ship is this for? • What job does it go with? Multiple jobs? • Are all the other parts to this job here, or are there more? • Time taken to manage material = time taken from flex hose work.

  20. Solutions • Waste: Maintaining inventory for long periods of time before work is actually done. • Solution: Only receiving the material for the jobs that are on-hand (delivered from ship) and ready to be worked. Supply segregates parts by JCN and only delivers complete JCN to flex hose shop. This would give zero inventory in shop, increased work space coming from decreased storage space. • Recommended: Value Stream Mapping project with lead work centers.

  21. Solutions • Waste: Maintaining inventory for long periods of time before work is actually done. • Solution: Create more storage space to accommodate all jobs in progress. Reduces time spent locating all parts for a single job. Spaces would hold jobs by ship and by job for easy identification and retrieval. Space available by moving 6” pipe bending machine.

  22. Pipe Bending Layout Current Layout 37’ x 27’ (869 sq-ft) 6” pipe bending capability Max die load 1 ton (need 4000-lb crane) Additional work space needed Need Power Supply Last used 3 years ago

  23. Benefits of moving 6” pipe bending machine: • Occupies 260 sq. ft. of “prime real estate”, but only used every 3-5 yrs • Allow critical space for: • Designated Incoming/Outgoing areas • Proper material storage by ship/job • Access to crane, work table and test stand that is currently impaired • Improved use of other pipe bending machines • 3”- 4” Orange pipe bender accessible without rearranging neighboring die racks • Intermediate step between now and ideal state

  24. Summary • 5S has been incorporated into the current flex hose shop and is ready to be tested for sustainability and measure of improvement. • Critical process issues have been identified that will directly affect the success of maintaining the 5S’s in this shop and solutions have been offered for both immediate and long term scenarios. • Overall success is dependent on how these issues are addressed.

  25. A special thank you to the following peoplefor helping with the project • Shop 56A Staff (both shifts) • Mr. Jim Hester • Mr. Victoriano and Lucy Love • Donna Philbrick (Safety) • DRMO and Francis Fowler • Lagging Shop (tour)

  26. Thank you

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