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6300 Space Utilization Improvement Team Initial Assessment
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6300 Space Utilization Improvement Team Initial Assessment

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6300 Space Utilization Improvement Team Initial Assessment 6300 Space Utilization Improvement Team Initial Assessment Presentation Transcript

  • 6300 Space Utilization Improvement Team Assessment Michelle Shedd, Chuck Duus, Ray Finley, Larry Costin, Bruce Kelley, Marty McRoberts, Johnny Ethridge, Cindy Longenbaugh, Kathleen Holt, Jennifer Stinebaugh February 2008 Acknowledgements Johnny Ethridge & Marty McRoberts for their vigilance in understanding what goes on in each space. Kathleen Holt for tying in how 6S impacts space utilization. Cindy Longenbaugh & Jennifer Stinebaugh for their lean six sigma expertise. Bruce Kelley for his support & guidance. Each person who graciously gave their time to talk about their space & project work w/us.
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities C 2005 Lockheed Martin Corporation All Rights Reserved LM21 Operating Excellence GB1-011-13 1 4 3 2 5 6 7 8 6300 spends ~$98K/mo on lab space (87000 SQ Ft). How can 6300 maximize effective space utilization? Scope of Work
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Short-term Goals
    • Perform 6S event on selected labs
        • Hold Point -Perform analyses on changes resulting from 6S event
    • Clean out under utilized spaces
    • Consolidate spaces with complimentary functions
    • Redistribute lab spaces to projects with high demand
  • Long-term Goals
    • Link on 6300 Homepage listing available spaces and capabilities
    • Link on 6300 Homepage listing instrumental capabilities
    • Perform annual space assessments to continuously improve 6300 space utilization (keep spaces as revenue generators)
    • Free up money for capital expenditures, such as new lab equipment and maintenance contracts
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Assessment Effort
    • 12 out of 13 organizations involved
    • ~150 spaces evaluated over 11 days – include traditional labs, highbay labs, shops, storage rooms and computer spaces
    • Data collected with 6S Scorecard and supplemental questionnaire
    • Evaluations based on ES&H risk, 6S Scorecard, supplemental questionnaire, and conversations with lab owner or ES&H coordinator
    • Stoplight color scheme used to help rank spaces on 6S priority based on Potential %Space Reclamation, $/year, 6S score and ES&H risk
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Achieving 6S Success
    • 6S Is…
    • Sort
    • Straighten
    • Shine
    • Standardize
    • Safety
    • Sustain
    (1) Remove unnecessary furniture, equipment, etc. (2) Remove Items not allowed on floor (3) Properly secure computer and equipment cords (4) Maintain all equipment (computer & mechanical) (5) Properly label & clearly mark maintenance checks (6) Organize books, files, tools, fixtures, supplies, & chemicals (7) Keep area free of debris & clean (8) Meet SNL ES&H area requirements (9) Meet document and computer security requirements (10) Identified area properly to agreed & required building standard (11) Store equipment needed to perform jobs in convenient locations (12) Have clear, complete & consistent labeling (13) Have cleaning station (14) Use daily checklist for area w/specific owner’s name (15) Use monthly checklist for area w/ specific owner’s name (16) Ensure posted items & signage meet the agreed area standards
  • 6300 Efficient Use of Space Analysis
    • Grading Based On:
    • Whether or not space supports current projects
    • If the space has a critical need to the department
    • If the space can be consolidated w/other space that has similar function
    Active Lab Space: Obvious space supports ongoing project work; appears to be a revenue generator; is appropriate for its current function Space with Options: Space that can potentially support new or current projects; does not appear to be a revenue generator; is not appropriate for its current function
  • Current State
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Examples of Matching Needs w/Availabilities
    • 6313 Susan Altman, has 382 SQFT, needs 600 SQFT. 1 hood
    • 6338 Steve Thoma, is borrowing part of B55 for Center 5900 projects. 5900 interested in using space (& making payment)
    • 6327 Bruce Kelley, has 766 SQFT between two labs, needs 800 SQFT in one location. 2 hoods
    • 6338 Chris Cornelius, has 3 labs, 2 of which are at capacity. Needs 400 SQFT
    • 6315 Larry Costin, has bldg 849 that is condemned. Needs new location or resources to maintain bldg infrastructure
    • 823/B55, analytical lab, light mechanical lab, sink, BSL1, 411 SQFT, 50% open
    • 823/B55A, analytical lab, hood, storage, sink, 602 SQFT, 80% open
    • 823/B39, analytical lab, hood, exhaust, DI H2O, 724 SQFT, 100% open
    • 823/1013 light mechanical lab, 240 SQFT, 100% open
    • 823/1238 light mechanical lab, storage, office, 385 SQFT
    • 823/1222, light mechanical lab, 384 SQFT,100% open
    • 823/1286 server room 672 SQFT, 70% open
    • 823/2063 & 2063A server room, 75% open
    • Randolph Building, highbay lab, two analyticals labs w/hoods, two x-ray labs
    • 6585/1505, analytical lab, 4 hoods, DI H2O, BSL1, 424 SQFT, 100% open
    • 6585/1506, analytical lab, 1 hood, 566 SQFT, 100% open
    Need Available Future State 6S Event Consolidate Advertise Redistribute
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Recommended Candidate for 6S Event
    • Polymer chemistry labs owned by Chris Cornelius
    • Building 823: Labs 1065, 1204, 1214
    • Low 6S score, high ES&H risk, no room for growth, can optimize workflow
    • High profile –collaborates with industrial partners (US and international), UNM, Virginia Tech, & other groups within Sandia
    • Supports several projects despite lab space constraints
    • Is well-connected to other groups in 6300 (could serve as poster child for benefits of 6S)
    • Is well-connected to other groups in other centers
    • Physical location –is in close proximity to spaces that can be used to help store equipment during 6S event
    • 823/1286 & 823/2063 (server rooms)
    • 823/1013, 823/1222, 823/1238, 823/B55 (light electrical & mechanical labs)
    • 823/B55A, 823/1238, 823/1230, 823/1298 (storage & library portions)
    Recommended Consolidations
  • Anticipated Schedule of Events
    • Brief Roehrig - 1/30/08
    • Brief Sr. Managers - 2/11
    • Brief Shephard - 2/18
    • Initiate computer room consolidation 2/11
    • Initiate library/storage consolidation 2/11
    • Initiate 6S for Cornelius labs - 2/11
    • Brief Roehrig/Sr. Managers on results 3/08
    *Throughout process perform return on investment analyses of events
  • LM21 Path To Excellence Identify and Prioritize Opportunities Project Definition Document and Measure Current Reality Analyze and ID Waste Communicate and Acknowledge Success Measure and Sustain Implement and Validate Optimize Flow and Reduce Friction Excellence Lean Processes That Operate at Six Sigma Capabilities LM21 Operating Excellence 1 4 3 2 5 6 7 8
  • Appendix
  • Center 6300: 6S Results per Organization
  •  
  • 6S: A Path to Successful Space Utilization
    • 6S matches workflow to space –teaches people to understand how their work flows
    • 6S initiates new projects (people have improved knowledge of center capabilities) & closes out old projects
    • 6S has tried & true risk mitigation techniques –manages risks that are associated w/ ES&H
    • 6S a seed to culture shift –from findings to investment
    • “ We want to give you lab space you deserve”
    • “ You now have a place to showcase your work to customers”
    • “ You are so important to us, we want to invest in you”