Enterprise Transformation through Lean Six Sigma Deployment

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  • 1. Enterprise Transformation through Lean Six Sigma Deployment VADM Wally Massenburg, USN (Ret) 1 May 2008 F404 Case Study – A Journey of Discovery
  • 2. Requirements/Risk Assessment CEO CHIEF EXECUTIVE OFFICER Providers COO CHIEF OPERATING OFFICER Sponsors CFO CHIEF FINANCIAL OFFICER NAVAL AVIATION ENTERPRISE RIGHT FORCE . . . RIGHT READINESS . . . RIGHT TIME . . . RIGHT COST . . .
  • 3. OPERATING AS AN ENTERPRISE
    • SINGLE PROCESS OWNER
    • SINGLE FLEET-DRIVEN METRIC: AIRCRAFT UNITS READY FOR TASKING AT REDUCED COST (CONTINUES TO MATURE)
    • VALUES – WHAT WE BELIEVE
      • FLEET READINESS
      • “ COST-WISE” (LESS $’S)
      • TIME ON WING (LESS STUFF)
      • SPEED (LESS TIME IN MAINTENANCE)
      • PEOPLE (CONTINUOUS IMPROVEMENT)
    • THREE MAIN FOCUS AREAS:
      • READINESS: TODAY, TOMORROW, AND FUTURE
      • TOTAL FORCE READINESS (PEOPLE DIMENSION)
      • COST MANAGEMENT
  • 4. THE INSPIRATION # AIRCRAFT Where did the money go?
  • 5. Basis for Process Improvement – Lean Six Sigma
  • 6. F404 I-Level Consolidation Metrics
  • 7. F404 I-Level Consolidation Over-Arching Benefits
    • Eliminates I-1 training requirements
    • Aligns sea & shore duty billet skill sets (I-3 repairs mirrored at sea & ashore)
    • Utilizes manpower more efficiently with civilian workforce
    • Creates local permanent resident experts with civilian workforce
    • Eliminates high turnover of mechanics
      • Reduces lost time due to inexperience
      • Reduces infant mortality removals (TOW)
      • Reduces production assembly variances
    • Increases projected reliability
      • Historically depot produced engines consistently had higher TOW than I-level sites
        • Depot MEFHBR 502 EFH FY00-05
        • Five major I-1 activities MEFHBR 398 EFH FY00-05
      • All options support CNO’s military manpower reduction goals
  • 8.  
  • 9. FLEET-WIDE VISIBILITY READINESS FLIGHT HOUR PROGRAM
  • 10. OVERARCHING READINESS AND SUSTAINMENT CONCEPT
    • Balance Capability and Availability @ Reduced Cost
    • (Fleet Driven Metric)
    • Supporting Metrics
      • Inventory (People and Stuff)
      • Reliability
      • Cycle Time Reduction
      • $$ Total Cost (All Financial Stovepipes)
    • 10 Integrated Logistics Support Elements
    • (Where all the cost is borne)
  • 11.