Transcript Slide 1

FRC SE AIRSpeed
Jeff Colquitt, FRCSE AIRSpeed Director
MISSION STATEMENT
We provide aviation maintenance
solutions that satisfy Navy
Warfighters’ demands.
‪
WE FIX IT RIGHT, SO THEY’RE READY TO FIGHT!
Slide 2
MAJOR PRODUCTS & SERVICES
F/A-18 “HORNET”
EA-6B “PROWLER”
ALL WEATHER ATTACK AIRCRAFT
ALSO USED AS A FIGHTER
ELECTRONIC WARFARE AIRCRAFT
JAMS RADAR, ELECTRONIC DATA
LINKS AND COMMUNICATIONS
P-3 “ORION”
LONG RANGE PATROL AIRCRAFT FOR
INTELLIGENCE, SURVEILLANCE AND
RECONNASSANCE
H-60 “SEAHAWK”
ANTI SUB & ANTI SURFACE UNIT WARFARE, ANTI SHIP
SURVELLANCE & TARGETING, SAR, VERTICAL
REPLENISHMENT & UTILITY TRANSPORT
Slide 3
MAJOR PRODUCTS & SERVICES
 Engine Program
– F404-F1D2 (USAF – F-117 Stealth Fighter)
– F404
(FMS – F/A-18 A-D)
– F414
(USN – F/A-18 E/F)
– TF34
(USAF – A-10)
– J52
(USN – EA-6B)
– T56
(USN – P-3, I Level)
– T700
(USN – H-60, I Level)
 Component Repair
– Engine
– Avionics
– Structural / Mechanical
Slide 4
MAJOR PRODUCTS & SERVICES
 In-Service Engineering and Logistics Support
 Other Support
– Fleet Training
– Manufacturing
– Foreign Military / Other Government Agency Support
Slide 5
FRCSE PARTNERING
Boeing
F/A-18 E/F Unique Components
GUARANTEED FILL RATE
Rockwell Collins
F/A-18 Cockpit Displays, HUD, DDI
85% GUARANTEED AVAILABILITY
Raytheon
AAS-44 Forward Looking
Infra-Red (FLIR)
90% GUARANTEED
AVAILABILITY
AAI
EA-6B Hydraulic Components
100% GUARANTEED
AVAILABILITY
GEAE
F404 & F414 Engine
Components
85% GUARANTEED
AVAILABILITY
AVAILABILITY &
RELIABILITY
Lockheed Martin
ALQ-142 Electronic
Countermeasures
85% GUARANTEED
AVAILABILITY
Honeywell
BAE
AN/ALQ-126B Electronic
Countermeasures
85% GUARANTEED AVAILABILITY
•SECDEF PBL AWARD WINNERS
F404 Engine Main Fuel Control
90% GUARANTEED
AVAILABILITY
Pratt & Whitney
J52 Engine Components
PBL Transition
PPP’s at FRC SE
All PBLs Meeting or Exceeding Their Metric –
Availability & Reliability!
Slide 6
DEMOGRAPHICS
 Largest Tenant Command on Naval Air Station Jacksonville
 Largest Industrial Employer in Northeast Florida / Southeast
Georgia
 53 Buildings on 102 Acres
– Approximately 44,000 Pieces of Plant Equipment
– Total Replacement Value in Excess of $699 Million
 3,044 Civilians and 1,027 Military as of 5/01/07
– Augmented by over 400 Contractors
– Average Civilian Age 50
 Approximately 120 Occupations
One out of every ten manufacturing jobs in Jacksonville are at this facility.
Slide 7
BUSINESS LIKE…
BUT NOT A BUSINESS
 A Business Framework
– Revenues Cover Costs
 A Business Perspective
– Focus on Quality, Costs and Financial Results
 A Business Culture
– Competitiveness
– “Best Value”
 But . . . A Military Mission
– Motivated by Customer Requirements
FLEET READINESS, NOT PROFIT!
Slide 8
NAVAL AVIATION
OPERATING ENVIRONMENT
 Harsh Maritime Conditions
 Required to be Self-sufficient
– Minimal Re-supply underway
– Repair “Onboard”
 Aging Aircraft and Equipment
 Commitments Undiminished
Slide 9
Slide 10
THE ROAD TO A WORLD-CLASS
HIGH-PERFORMANCE ORGANIZATION
2003 – 2007, And
Beyond
4Disciplines
1993-1996
1996-1999
1999-2000
2001
Apr 2002
2002
– Consolidated six NAVAIR Depot to three
– COTS Resource Planning Tool deployed
– Establish Continuous Improvement Baseline & Foundation
– Commence the Lean Journey and Benchmarking Activities
– Offers of Assistance (General Electric, Pratt & Whitney,
Thomas Group)
– 1st Performance Based Logistic Partnership established
9-11
PBL
2001
1999 - 2000
IISRP
1996 - 1999
BPR
1993 - 1996
BAIM
1992
TQL
REACTIVE
ISO900
0
AS910
0
AIRSpeed
2002
Search for
Improvemen
t Tools
LEAN
Six Sigma
TOC
FISC
Partnership
MRP II
BRA
C
FIREFIGHTING
BATCH & QUEUE / PUSH
May 2002 – Develop Lean/Six Sigma Support Plan for Engines
June 2002 – Depot Leadership attends MIT (Lean Aerospace Initiative)
Lean Enterprise Executive Course
July 2002 – 1st Depot-run Event Commences
Nov 2003 – AIRSpeed Deployment Begins
PROACTIVE
SINGLE-PIECE FLOW
PULL
Slide 11
The Mandate to Continuously Improve
“…transforming the military. What is different today is this sense of urgency: The need to build this future
force while fighting this present war. It is like overhauling a car engine while you are going 80 miles an hour.”
George W. Bush
President of the United States
“We simply have to transform this place. It is every bit as important to the success of the global war on
terrorism as the other things we're doing.”
Donald B. Rumsfeld
Former Secretary of Defense
“…we will create an enterprise culture and achieve Operational Excellence….like most major
corporations, we need to build a process centered organization that eliminates the variation between
goals and results through Six Sigma improvements.”
Gordon R. England
Deputy Secretary of Defense
Former Secretary of the Navy
“… Lean Six Sigma (LSS) is a proven business process...Several elements of the Navy and Marine
Corps have engaged in LSS activities. These activities averaged a 4:1 return on investment. The
mission is clear: create more readiness and assets within our budget through LSS…
Donald C Winter
Secretary of the Navy
“… Senior Leaders drive Transformation. Senior Leaders set expectations. They must be in alignment
on why we are transforming, what we are transforming, and how we are transforming. Focus on efficient
delivery of Value: Great strides are made across our Navy with Lean/six Sigma and Theory of
Constraints to create efficiencies and improve productivity. This effort will continue and more can be
done. ”
ADM Michael G. Mullen
Chief of Naval Operations
Slide 12
FRC SE AIRSpeed
You better be runnin’ !!
Slide 13
FRC SE AIRSpeed
“I improve, therefore I am.”
Slide 14
FRCSE AIRSpeed Organization
6.3.A1
AIRSpeed Division
Process Improvement
Expert
Sam Kimble (GS-13)
AIRSpeed
Champion
Mike Sikes (GS-12)
EA-6B
Process Improvement
Expert
Vacant (GS-13)
Process Improvement
Expert
James White (GS-13)
AIRSpeed
Champion
Victor Huot (GS-12)
F/A-18
AIRSpeed Champion
Chris Kopp (GS-12)
Structural/Mechanical
Comps
Data Mgr (ADMS)
Karla Blaise (GS-11)
(Jeff Colquitt GS-14)
Metrics Mgr
Bruce Masters (GS-12)
AIRSpeed Champion
Rich Araujo (GS-12)
H-60
AIRSpeed Champion
Al Sanderlin (GS-12)
Avionics
AIRSpeed Champion
Bill Updegraff (GS-12)
P-3
AIRSpeed Champion
Robin Geer (GS-12)
Industrial Common
Processes
AIRSpeed Champion
Ken Newton (GS-12)
Industrial Common
Processes
Process Improvement
Expert
Expert (GS-13)
AIRSpeed
Champion
Ray Noe (GS-12)
Engines
AIRSpeed Champion
Rufus Wright (GS-12)
Engines
Slide 15
FRC SE AIRSpeed Organization
Tenets of the AIRSpeed Organization
•Customer focused
•Develop continuous process improvement culture
•Intellectual resource
– Lean, TOC, 6 Sigma, 4D
•Coach, mentor, facilitator
•Eyes and ears to identify waste
Slide 16
FRC SE AIRSpeed Organization
– If you don’t remember anything else……………..
• Focus on the process
– Continuously improve
– Keep it simple
• Execute
– Set Clear/ specific goals
– Commit
– Account
– Keep Score
Slide 17
FRCSE AIRSpeed Focus
• Organize
– Align AIRSpeed resources closest to the customer (SBT)
– List all ideas in the Automated Data Management System (ADMS)
– Track all project’s progress
• Standardize/Simplify
– Standardize and simplify AIRSpeed processes
» Operational Maturity Matrix (OMM)
» 4 Disciplines of Execution
• Return on investments
– Focus efforts where it counts
» Cost, Schedule, Quality - WIGs
» Capture benefits of projects in ADMS
• Growth
– Develop continuous process improvement culture
– Develop intellectual resource
Slide 18
Organization Tool
(DMS)
Slide 19
FRCSE Accomplishments
 EA-6B Product Line
– Submitted for SHINGO Award
• The Prize was established in 1988 to promote awareness of Lean manufacturing concepts
and recognize companies in the United States, Canada, and Mexico that achieve worldclass manufacturing status.
• The Shingo Prize philosophy is that world-class business performance may be achieved
through focused improvements in core manufacturing and business processes.
– Manufactured and installed canopy side beams that last 20 percent longer than original
equipment manufacturer designed beams and at a cost avoidance of $180,000 annually
– Reduced flow days by 30 percent
– Reduced defects per aircraft by over 78 percent
– Increased on-time deliveries from 33 percent to 82 percent from FY04 to FY07
– Reduced work-in-process from 17 to 11 aircraft from FY04 to FY06
– Saved customers $3.98M, realized from improvements from FY04 to FY06
– Reduced direct staffing by 21 percent from FY04 to FY06
Slide 20
FRCSE Accomplishments
2
Task Box
Task Box
Fan
Task Box
Fan
Task Box
Fan
Task Box
Fan
Task Box
Steps
Fixture
Task Box Task Box Tool Box
PreFixture
Task Box
Fan
Details
Fan
Details
Stands
Task Box
4
Fixture
PreFixture
PostFixture
Stairs
PostFixture
PMI
Work
Fixture
Intake
Dolly
Fixture
Intake
Dolly
Fixture
Intake
Dolly
Fixture
Intake
Dolly
PMI Dock
Station
AFC 271
Dock Station
Nacelle Rework
Overflow
Kits
3
Nacelle
Staging
4
1st Fixture
5A
Hazmat
Wing
Shoot
4
5B
Wing
B/up
3rd Fixture
6
Storage
&
Work Area
Hospital
F18
Intakes
PC
Receiving
7
PEB
1
2nd Fixture
1
Dollies
C 27
AF Kit
Storage
Kitting / E&E Wing &
Area Dissy Various
Machinist Area
AFC 271 AFC 271
Kit
Kit
Stairs
Side Shop Travel Path
North Single Piece Flow Line
F/A-18
Slide 21
FRCSE Accomplishments
• F/A-18 Product Line
• Decreased Turn-Around-Time from 466 days to
258 days (46%) since beginning of FY06
• Cell TAKT time reduction from 28 days to current
15 day process (46%) since FY06
• Improved production throughput from 2 aircraft to
16 aircraft (700%) since FY05
• Reduction of 7,000 hours equates to $600K in
labor costs per aircraft
• The elimination of third shift requirements and
stand-up of the third aircraft fixture saved the SBT
approximately $42K annually.
• Make versus Buy savings of $51k per unit for inhouse manufacture of Y395 former.
• Implemented 4 Disciplines of Execution which
focuses on teams, accountability, and setting clear
and realistic goals.
• Established a Shop Process Instruction (SPI) team
Slide 22
Slide 23
FRCSE Accomplishments
 Engines Product Line
• F404 Turn-Around-Time reduced from 85 to 42 days (51%)
• F414 Turn-Around-Time reduced from 65 to 32 days (51%)
• J52 Pulse Line Implemented Reducing WIP by 11 (41%)
BEFORE
AFTER
Slide 24
Challenges
• Change is hard
• Documenting savings / results
• Keeping it simple
Slide 26
Slide 29
Slide 30