Administrative Lean for General Foremen & Supervisors

1. Administrative Lean for General Foremen & Supervisors Presenters:Lean Team Lean Training and Facilitation: Georgia Tech, MEP 26 August 05

2. Objective 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. Definition of Deck Plate Time: Time spent at the point of work including OJT Deck plate time influences reduced rework, less critiques, improved safety, increased productivity and successful job training

3. Team • Eddie Jenkins • Dave Hausauer • Carl Amos • Dennis Kapparis • Steve Swan • Paul Fender • Chuck Hiott • Lee Banks • Mark Fraidenburg • Tom Raby • Steve Bender • John Olson • Jennifer Trapp (Georgia Tech) • Jill Winkelman (Georgia Tech)

4. 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.”

5. Definition of Lean Thinking A systematic approach throughout an organization to: • Specify value by specific product • Identify the value stream for each product • Make valueflow without interruptions • Let the customer pullvalue from the producer • Pursue perfection Source: Lean Thinking, Womack & Jones, 1996

6. VA vs. NVA Value Added Activities (VA) • Activities that transform materials into the finished product • Customer willing to pay for Non-Value Added Activities (NVA) • Activities that take time and resources (Waste) • Customer is NOT willing to pay for • Need to eliminate or minimize

7. Where is Waste? • Defects • Overproduction • Waiting • Transportation • Inventory • Motion • Excess Processing • Not Utilizing Employees Ideas

8. Process Learned about lean tools and techniques Determined, grouped and quantified non-deck plate time Analyzed groups in terms of time consumption and ease in reducing waste Identified three key areas and developed current state value stream maps Gathered data – used 70% “rule of thumb” accuracy Made objective observations Brainstormed Assessed impact, prioritized ideas and developed future state maps

9. 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

10. 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

11. Current StateShop Level Training Exams Exams

12. Current StateRequired ATP Certifications

13. Current State Work Package Control MDCO

14. 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

15. Brainstorming • Brainstorming produced 115+ improvement ideas • Ideas were sorted into major categories • Each idea was analyzed by impact and ease of implementation • The process resulted in the following recommendations with estimated impact • Balance of list should be considered at a future time

16. Teamwork

17. Recommendations Training • Assign a training leader billet to larger groups – Impact 6 hours / week • Lesson plans developed by Code 367 for all to use and supervisor performs training – Impact 4 hours / week • Establish central location for approved lesson plans – Impact 2 hours / week • Make training notification in Excel document for sort capability

18. Future StateShop Level Training s Lesson plans made by 367 Training leader billet 6 hrs/week Exams Training leader billet 2 hrs/week Exams

19. Future State Required ATP/Certifications Training notification in Excel for sorting Training leader billet 6 hrs/week

20. Recommendations Work Packages • Send AWR and WAF electronically to save routing time as well as to perfect AWR / WAF accuracy • Work Packaging Control to attend shop production meetings – Impact .5 hours to 1 hour / day

21. Recommendations Planning • Put Code 400 over Work Package Control and writing AWRs and WAFs • Planners provide direction for assist needs in AWR – Impact .5 hours / day • Route all job requests (including green hornets) through planning if material determination / requirements are necessary – Impact .5 hours / day • General Foremen and Supervisors contribute to Planners’ evaluation

22. Recommendations WAF Process • Planners list system tag outs in the initial conditions block of the AWR or FWP – Impact 1 to 3 days routing time • Get customer involved in process by showing urgency of opening AWR/CWPs and WAFs – Impact – Save tracking / interruptions

23. Future State Work Package Control Code 400 over WPC in writing AWRs & WAFs Reduce routing lead time Reduce Planning – WPC revisions Reduce transportaion time 1 hr 20 min / revision Customer involved in process – start work faster, reduce interruptions Reduce Transportation Time Supervisros Ave. 40 min//day Send AWRs & WAFs electronically Begin work earlier WP attend shop’s prod. mtgs. Reduce rework by reducing 100-125 revisions per refit Tracking Mechanism for WAFs (i.e. bar code) By expediting priority information, reducing “chasing packages” & interruption for status. Reduce time by ½ - 1 hr/day (42 Sup & GF) UPC codes track packaging Planners list sytem tagouts in the initial conditionss block of the AWR or FWP

24. 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.

25. Recommendations 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

26. 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

27. Recommendations General • Change work hour for supervisors to start 30 minutes prior to shift – Impact 1 hour / day Command gains 400 MH per day. Note: for shops with 2 shifts the supervisor will have 1 hour of OT / day. Safety • Safety responsible for conducting and resolving mishaps and reports – Impact 2 hours / mishap

28. 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

29. A special thank you to the following people • MMC McGrath • CDR DeWitt • Jimmy Tyson, Supply Quality Service & Code 367 • TRFKB Leadership

30. Thank you