8 th 8 Reinventing Maintenance Lean Maintenance Lean Maintenance April 27, 2011 April 27, 2011 P Presented by: t d b Kelton Chertow and Boyd Inc Kelton, Chertow and Boyd Inc. KCB KCB KELTON, CHERTOW & BOYD INC. KELTON, CHERTOW & BOYD INC.
Agenda � Lean: What it is and what it is not � The case for Lean in Maintenance � The 8 forms of waste � Lean Principles � The Lean Improvement Cycle: 3 Key Behaviours � Lean Tools & Techniques � Lean Roadmap L R d � Conclusion
What Lean Is � A process that drives increased value to the customer A th t d i i d l t th t � Lean simplifies work, eliminates waste, reduces costs & improves asset utilization � A way of holding ourselves accountable to the goals we have set out to achieve PUT SIMPLY: Lean is about focusing your efforts on what adds value to the customer, by focusing your attention on eliminating , y g y g what does not.
What Lean is NOT � It’s NOT about reducing headcount � It s NOT about reducing headcount. � It’s NOT a flavour of the month or fad � It’s NOT an initiative or project p j � It’s NOT a short term fix If you’re going to adopt Lean as your operating If you re going to adopt Lean as your operating philosophy, you need to provide AMNESTY to your people
The case for Lean in Maintenance � Capacity Assurance: Maintenance Excellence as a core competency � Competitive Advantage: � Increased throughput � Improved yields � Increased savings � Improved labor productivity � Reduced working capital Reduced working capital � Improved safety Build the Business Case, Merchandise it, and MANAGE to it MANAGE to it
Lean Objectives In most processes, a small percentage of total time spent is actually on what is perceived as value by a customer. Raw Finished Materials Goods Time e 90-95% 5-10% Value Add d Ti Added Time Traditional LEAN Activities improvement activities concentrate Non-Value concentrate here here Added Time Typically, companies concentrate on decreasing the 5-10% of “value added activity” by working harder , rather than attacking the 90% of “non-value added” (NVA) activity and working smarter. Lean focuses on reducing/eliminating NVA
8 FORMS OF WASTE: TIMWOOD 8. Waste of Intellect
Is there waste in your backyard?
Is there waste in your backyard? – Metallurgical plant
Is There Waste in Your Backyard? A mine storehouse
Value Stream in Organizational Space (As-Is) Is There Waste in Your Backyard? Aircraft Wing repair Hand-off Statistics Wing Rework Wing Rework T t l H Total Handoffs d ff 62 62 Flight Line Total Nodes / Orgs 31 Ticket Customer Crew Control Trucking Hand-offs to: MIS Paint Crew Production 25 Cost Cost Station 4 Station 4 Estimating Production Program Support 23 Program Hoist Crew Field Support 9 Office Customer/FAA 5 WS1 Contracts Production Suppliers Suppliers 0 0 Inside Miami 62 Tooling FAA QA Outside Miami 0 Customer Paint Contracts Shop p • Eight organizational nodes and 14 • Eight organizational nodes and 14 handoffs are introduced (beyond Customer those required for core work) when a ACC QA conditional kit is exercised due to Customer / FAA oversight and WS2 MRB Engineer contract approval requirements Production • In a conditional environment, Wing Rework hand-offs involving administrative Station 10 Process Owner organizations are approximately 112% Production of those involving value-adding NDI organizations WS5 Production Cost Account WS4 WS4 Manager Production Planning Information Flow MRB Intra-site Physical Flow Analyst WS3 Warehouse Materials Inter-site Physical Flow QA Site Marker Production Coordinator Building Marker
Lean Principles, Tools & Techniques LEAN WORK METHODS PULL Tactical shop-floor policies used to implement Lean Everything produced at the rate of production of the final • Product-oriented product -- “pull” production control • U-shaped lines production d ti • Just-In-Time production and delivery • Autonomation • Linked production at Takt time • Standard work • Line stops and andons • Visual control • Kanbans • Error proofing • Good housekeeping/5S • Level scheduling • Set-up time reduction • Machines available on demand • Total preventive maintenance ORGANIZATION & CULTURE FLOW Progressive employee relations and change leadership Maximizing value by producing only what is desired in the shortest time possible with the least resources • Workplace safety • Education and • Single piece flow • Multi-skilled, flexible development • Physically and visually linked operations workforce • Flat organizations • Worker job security • Consolidated operations • Decentralized • Improvement incentives • Simplified and standardized processes management PURSUING PERFECTION SOURCING & SUPPLIER INTEGRATION Continuous improvement attitude and empowerment Partnership between supplier and producer • Fewer better managed Fewer, better managed • Kaizen events and continuous improvement Kaizen events and continuous improvement suppliers • Self-inspected quality, not inspected in quality • Process ownership and responsibility • Quality at the source • Advanced quality concepts and measures • Shared destiny – Hardware Variability Control (HVC) relationships • Supplier development – Statistical Process Control (SPC)
3 KEY LEAN BEHAVIOURS � We can often dive into solution mode when we want to improve a process, yet there are 3 key behaviours in Lean that challenge thi this approach: h � GO SEE Go to the process and look Go to the process and look � SHOW RESPECT Don’t assume you know better than the people working the process every day � ASK WHY? Respectfully ask the right people “why” to understand the process Respectfully ask the right people why to understand the process and unearth true, not assumed, process waste
3 MAIN TYPES OF WASTE OBSERVATION Ohno Circle Observe the process from a set position Observe the process from a set position Done in silence over an undefined period (depends on process) No immediate interaction with the process performers Waste Walk/Go To The Workplace Study the process at the Workplace Done over a few hours Done over a few hours Interacting with the process performers DILO (D DILO (Day In the Life Of) I th Lif Of) Close study of work activity carried out by an individual or small team At least a full day of observation
GO TO GEMBA (Waste Walks) THINK OF TIMWOOD Forget the conference room, gather around Gemba. If the issue is core plug permeability, gather around the core! If the issue is waiting for computer time to run IPSM model, go to the computer! iti f t ti t IPSM d l t th t ! If the issue is on the Platform, go to the Platform! � The employees that are closest to the issue are at Gemba. Use their experience and wisdom. The Team MUST Be U th i i d i d Th T MUST B involved in business problem solving – and – Continuous Improvement. � By seeing for yourself at Gemba, you will better understand B i f lf t G b ill b tt d t d the process, arrive at the root cause and formulate a solution.
WASTE IDENTIFICATION: SIPOC SIPOC is ONLY a tool used to document agreements made between the process SIPOC i ONLY t l d t d t t d b t th customers and suppliers. S Boundary - Boundary - C (“Triggers” (Process O U U Process) Process) Completed) Completed) I I U U P S N T P T P ROCESS P P L O U U U I M T T E E R R R R Requirements, Specs and Information SIPOCs are often used as a pre-cursor to the creation of a Value Stream Map
VALUE STREAM MAPPING A series of steps and processes including people, materials, information and equipment designed to bring a product or service to the customer. In a Lean Organisation: The process steps are interconnected and not separated, all elements focus their part in the end-to-end process. Performance focus is on the end to end process. The customer creates the demand (pull). Improvement activity is looked at “end-to-end”. p y CU UPPLIERS S STOMER Order Receiving Packing Processing Picking Payments Despatch SU S
5 WHYS 5 Whys is a progressive set of questions (whys) that help to identify the root cause of a problem. Essentially you write down a problem statement Essentially you write down a problem statement Problem and then ask WHY - the first answer is the most important as this sets the scene for the subsequent questions � We use this tool because: � It doesn’t require deep expertise to apply � It doesn t require deep expertise to apply � Quick and simple to use � No-one needs to be an expert in anything to do a 5 Whys investigation Whys investigation. � Using 5 Whys will not drown the team in paper work. � Identifies easy root cause issues. Id tifi t i � Requires minimal data.
5S Is a process for creating and maintaining an organized, clean, safe and high I f ti d i t i i i d l f d hi h performance workplace, that exposes waste and is the foundation for Continuous Improvement. Before After After Before Technicians Area Office
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