1 administrative lean for general foremen & supervisors presenters: lean team lean training and...

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Administrative Lean for General Foremen &

Supervisors

Presenters: Lean Team

Lean Training and Facilitation: Georgia Tech, MEP

26 August 05

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Insert your command logo on the slide master

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ObjectiveCreate 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

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Team

Eddie Jenkins Dave Hausauer Carl Amos Dennis KapparisSteve SwanPaul Fender Chuck Hiott Lee BanksMark Fraidenburg Tom Raby Steve BenderJohn OlsonJennifer Trapp (Georgia Tech)Jill Winkelman (Georgia Tech)

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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.”

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here Definition of Lean Thinking

A systematic approach throughout an organization to: Specify value by specific product Identify the value stream for each product Make value flow without interruptions Let the customer pull value from the producer Pursue perfection

Source: Lean Thinking, Womack & Jones, 1996

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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

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

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ProcessLearned about lean tools and techniquesDetermined, grouped and quantified non-deck plate timeAnalyzed groups in terms of time consumption and ease in reducing wasteIdentified three key areas and developed current state value stream maps Gathered data – used 70% “rule of thumb” accuracyMade objective observationsBrainstormedAssessed impact, prioritized ideas and developed future state maps

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here Non-Deck Plate Time 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

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Current StateDeck 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: 51E-mails: 39Visits: 38Total: 128 interruptions = 4.3 hrs/day

Status Information (Turnovers, PSR, Production Meetings)

Supervisor = 2 hours, 5 min / dayGF = 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

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Send Roster & Monitor Sheet (hard copy)

Approval

Short Range

Long Range

Short Range

Long Range

Long Range Plan

CT = 1 hr / week

Freq. = 1 / year

Supervisor

Short Range Plan

CT = 1 hr / week

Freq. = Quarterly

Preparation

CT = 4 hr / week

Freq. = Weekly

CT for Examines = 1 hr / week

Training / Examines

CT = 1 hr / week

Freq. = Weekly

Division Officer

General Foreman

Training Group

Manager

Command Training Officer

TRF Employee

Supervisor Supervisor, Employee, or Work Leader

Administrative

Copies of Roster & Monitor Sheets & Matrix / Grades

– File in Shop

Supervisor Time = 7 hours / week

Ap

proval (m

anu

al / sign

off / h

a rd co

py)

Ask

for

Con

curr

en

ce

Approval

Feedback

FinalFinal

Final

Feedback

Ask for Concurrence

Submit Lesson Plan & Questions

Hard Copy

Approval of Lesson Plan & Questions

Note: Mock ups take additional time.

Matrix (grades)

Current StateShop Level Training

Exams

Exams

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Instructor sends roster (hard copy)

Schedule dates for training

Training / Examines

CT = 1 hr / week

Freq. = Weekly

Department Training Coordinator

(1 coordinator per department) TRF Employee

Update

Sen

d N

otic

e D

ates

(M

acro

Lis

t)

Con

firm

S

ched

ule

Schedule

Code

ATP

Track & Organize Training Needs

Freq. = Daily / Bi-weekly

CT = 2 hours / week

Supervisor

Ask

for #

of

Bill

ets

Code 108(Physicals)

Notification of Training (Date & Time)

Acknowledgement (Signed and returned to supervisor)

Current StateRequired ATP Certifications

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MEDCO

Tag OutCode 300

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Work Package Control

Code 300

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Located at Tagout

Rework = 25-50%

Review of Assist (AWC) work centers

PT = 20 minutes

Review (LWC)

Rework – 25-50%

P/T = 20 minutes

Ship Force

Upon Signature

Work Job Close Out(Collect all Assist work center

packages)WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF

Close Out

Close Out

WAF

WAF Pkg

WAF Revision

Corrections

WAF (if required)

Close Out (if required)

WAF

Close-out

Open WAF After Approval

Corrections Needed

Revisions

Work Complete

Revisions Close Out

PlanningCode 400

Demand = WP’s 500 / refit

Close O

ut

Lead Time = 2 days Lead Time = 2.5 days

Current State Work Package Control

MDCO

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Current StateStatus Information*

*Status Information includes the finding and reporting of job status

PSRLDS

Report Out

Day shift Turnover

0700

S = 32, GF 10

Meeting = 15 min

MH – 10.5

Producing Status Assigning work

Shop Prod. Mtg.0800

S = 32, GF 10

T = 30 minutes

MH = 21


PMA Mtg0900

GF 10

T = 1.5 hours

MH 15


Update Supervisor

1000

S = 32, GF 10

T= 15 minutes

MH = 10.5

Electronic, meet in person

Receive & Act Upon PMA Priority List

1030'sh

S = 32, GF 10

T = 5 min

MH = 3.5


Prepare Night work sheets

1400

T = 30 minutes

MH = 16

Status / Priority

Turnover1500

T = 30

MH = 29

Producing Status

S = 48; GF = 10

Wrap up, trend, material, trend


S= 32

PMA

JFMM Mandated

Processing Time: Supervisor= 2 hours and 5 minutesGeneral Foreman = 3 hours and 5 minutes

ManHours = 118.25 / day

PMA Priority List

Priority Mtg1630

T = 45 minutes

MH = 12.75

Wrap-up, Travel, Material

S = 16, GF = 1

70 Interruptions per day per

GF and Supervisor

not included in calculated man-hours

1430

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here 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

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Teamwork

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here Recommendations

Training1. Assign a training leader billet to larger groups – Impact 6

hours / week

2. Lesson plans developed by Code 367 for all to use and supervisor performs training – Impact 4 hours / week

3. Establish central location for approved lesson plans – Impact 2 hours / week

4. Make training notification in Excel document for sort capability

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here

Send Roster & Monitor Sheet (hard copy)

Approval

Short Range

Long Range

Short Range

Long Range

Current State – Shop Level Training 8/24/05

Long Range Plan

CT = 1 hr / week

Freq. = 1 / year

Supervisor

Short Range Plan

CT = 1 hr / week

Freq. = Quarterly

Preparation

CT = 4 hr / week

Freq. = Weekly

CT for Examines = 1 hr / week

Training / Examines

CT = 1 hr / week

Freq. = Weekly

Division Officer

General Foreman

Training Group

Manager

Command Training Officer

TRF Employee

Supervisor Supervisor, Employee, or Work Leader

Administrative

Copies of Roster & Monitor Sheets & Matrix / Grades

– File in Shop

Supervisor Time = 7 hours / week

Ask

for C

oncu

rren

ce

Approval

Feedback

FinalFinal

Final

Feedback

Submit Lesson Plan & Questions

Hard Copy

Approval of Lesson Plan & Questions

Note: Mock ups take additional time.

Matrix (grades)

Future StateShop Level Training

Training leader billet

6 hrs/week


2 hrs/week

Lesson plans made by 367

s

Exams

Exams

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here

Instructor sends roster (hard copy)

Schedule dates for training

Current State – Required ATP / Certifications 8/24/05

Training / Examines

CT = 1 hr / week

Freq. = Weekly

Department Training Coordinator

(1 coordinator per department) TRF Employee

Update

Schedule

Code

ATP

Track & Organize Training Needs

Freq. = Daily / Bi-weekly

CT = 2 hours / week

Supervisor

Code 108(Physicals)

Notification of Training (Date & Time)

Acknowledgement (Signed and returned to supervisor)

Future State Required ATP/Certifications

Training notification in Excel for

sorting


6 hrs/week

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Work Packages1. Send AWR and WAF electronically to save

routing time as well as to perfect AWR / WAF accuracy

2. Work Packaging Control to attend shop production meetings – Impact .5 hours to 1 hour / day

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Planning1. Put Code 400 over Work Package Control and

writing AWRs and WAFs

2. Planners provide direction for assist needs in AWR – Impact .5 hours / day

3. Route all job requests (including green hornets) through planning if material determination / requirements are necessary – Impact .5 hours / day

4. General Foremen and Supervisors contribute to Planners’ evaluation

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WAF Process1. Planners list system tag outs in the initial conditions

block of the AWR or FWP – Impact 1 to 3 days routing time

2. Get customer involved in process by showing urgency of opening AWR/CWPs and WAFs – Impact – Save tracking / interruptions

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MEDCO

Tag OutCode 300

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Work Package Control

Code 300

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Located at Tagout

Rework = 25-50%

Review of Assist (AWC) work centers

PT = 20 minutes

Review (LWC)

Rework – 25-50%

P/T = 20 minutes

Ship Force

Upon Signature

Work Job Close Out(Collect all Assist work center

packages)WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF /JOB

Pkg w / WAF

Corrected WAF

WAF Revision

WAF

Close Out

Close Out

WAF

WAF Pkg

WAF Revision

Corrections

WAF (if required)

Close Out (if required)

WAF

Close-out

Open WAF After Approval

Corrections Needed

Revisions

Work Complete

Revisions Close Out

PlanningCode 400

Demand = WP’s 500 / refit

Lead Time = 2 days Lead Time = 2.5 days

Future State Work Package Control

Customer involved in process –

start work faster, reduce interruptions

Planners list sytem tagouts in the initial conditionss block of the AWR or FWP

Code 400 over WPC in writing

AWRs & WAFs

WP attend shop’s prod. mtgs.

UPC codes track

packaging

Tracking Mechanism for WAFs

(i.e. bar code)

Reduce Transportation

TimeSupervisros

Ave. 40 min//day

Send AWRs & WAFs

electronically

By expediting priority information, reducing “chasing packages” &

interruption for status. Reduce time by ½ - 1 hr/day (42 Sup & GF)

Reduce routing lead timeReduce Planning – WPC revisions

Reduce transportaion time1 hr 20 min / revision

Reduce rework by reducing 100-125 revisions per refit

Begin work earlier

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Status Information1. 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.

2. PSR updated and available in real time.

3. Better planning among General Foreman contingent on early production meeting.

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Timeline Schedule1. Refit Manager or Zone Managers write all time lines

with input from shops – Impact 2 to 3 hours / week

2. Refit Manager assumes responsibility to provide coordination of trades and real-time communication. Impact 1 hour / day

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PSRLDS

Report Out

Day shift Turnover

0700

S = 32, GF 10

Meeting = 15 min

MH – 10.5


Shop Prod. Mtg.0800

S = 32, GF 10

T = 30 minutes

MH = 21


PMA Mtg0900

GF 10

T = 1.5 hours

MH 15


Update Supervisor

1000

S = 32, GF 10

T= 15 minutes

MH = 10.5

Electronic, meet in person

Receive & Act Upon PMA Priority List

1030'sh

S = 32, GF 10

T = 5 min

MH = 3.5


Prepare Night work sheets

1400

T = 30 minutes

MH = 16

Status / Priority

Turnover1500

T = 30

MH = 29

Producing Status

S = 48; GF = 10

Wrap up, trend, material, trend


S= 32

PMA

JFMM Mandated

Processing Time: Supervisor= 2 hours and 5 minutesGeneral Foreman = 3 hours and 5 minutes

ManHours = 118.25 / day

Priority Mtg1630

T = 45 minutes

MH = 12.75

Wrap-up, Travel, Material

S = 16, GF = 1

70 Interruptions per day per

GF and Supervisor

not included in calculated

manhours

Future StateStatus Information

PSR Status Real Time

& Access

ible

Interruption Reduction by 50% saving 70 min/day per Sup. &

GF or 49 man hours total

Reduce by not collecting

status

T = 15 Min

0630 1430073006300630

69.4 hours/day

%

Plus reduced interruptions

PMA meeting held at

0630. Refit mrg.

Attends. Priority data

sent electronicall

y

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GeneralChange 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.

SafetySafety responsible for conducting and resolving mishaps and reports – Impact 2 hours / mishap

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Systems IT

1. Use bar-coding or other tracking system for time keeping, training, and tracking work packages – Impact 30 minutes / day

2. For changes to instructions, include synopsis of change in e-email or change – Impact 2 hours / week

3. Establish a universal password to eliminate multiple passwords –Impact .5 hours / week

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here A special thank you to the following people

MMC McGrath

CDR DeWitt

Jimmy Tyson, Supply Quality Service & Code 367

TRFKB Leadership

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Thank you

1 administrative lean for general foremen & supervisors presenters: lean team lean training and...

Documents

slide master

command logo

detailed analysis slide

successful job training

definition of deck plate

nva value

lean team lean training

lean tools