Waf wpc project trident refit facility
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WAF-WPC Project Trident Refit Facility. Presenters: VSM Team 29 SEPTEMBER 2006. OBJECTIVE Everyone working to the same priority and plan Non-stop progress of work SCOPE Regular refits with consideration of ERPs TRF Work Only (includes TRF Alts)

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WAF-WPC Project Trident Refit Facility

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Waf wpc project trident refit facility

WAF-WPC Project Trident Refit Facility


VSM Team


Waf wpc project trident refit facility


    • Everyone working to the same priority and plan

    • Non-stop progress of work


    • Regular refits with consideration of ERPs

    • TRF Work Only (includes TRF Alts)

    • From the point of the job loaded and screened to the point of the WAF (Work Authorized)

Project goals

Project Goals

  • Reliable, consistent method for opening WAFs (Consistent by shop & boat, by tagouts & non—tagouts…)

  • Standardize process

  • Standardize WAFs

  • Reduce WAF process/scheduling/review time of general foremen & supervisors

  • Open non-tagout WAFs within 2 days

  • Decrease defective WAFs to 0; 0 return for incorrect information

  • Reduce WAF distance traveled

  • Process for defective WAFs streamlined

Project goals1

Project Goals

  • All work ID at Pre-def is packaged – ready for boat by pre-arrival conference (1-2 days after arrival)

  • WAF revision control among all involved (including lead and assist shops)

  • WAF Revisions

    • 1 day (short term)

    • 1 hour (long term)

  • ID/track location of work package within 10 minutes

  • Reduce number of WAFs (w/o creating additional work elsewhere)

  • (consider emergent work)

Waf wpc project trident refit facility

Mike Hader

Miles Prescott

Bob Thran

Andy Lowe

Chief Martin

Chief Butler

FT1 Moore

ET1 McAtee

Randy Mixson

Mel Garman

Dave Bliton

Jun Byrd, Supervisor

Dennis Kapparis

Wayne Collier

Liz Pittaluga


Team ground rules

Don’t take it personal

No attacking

Be on time

Silence electronic devices

Don’t speak when others are speaking

“3 Knock” for a dead horse

Leave area clean

Everyone participate

Respect others

Bring outside discussion back to team

Take ownership

No pushing around problems

Everyone is equal

Stick within scope

Team Ground Rules

Battle of cape st george

Charge, charge on

You know what to do

Teamwork and confidence

Know the others around you

Confidence in figuring out solutions


They knew how each of the guys thought

What are the expectations

I don’t want to be the slowest boat

Slow is death

Be clear in your expectaions

Know what is expected of you

Battle of Cape St. George

Project approach

Team Guidance

Ground Rules


Map Current State

Value Stream Map

Circle Diagrams


Develop Ideal Future State


Categorize Ideas

High/Low Impact


Prioritize ideas within each category

Analyze feasibility & estimated impact to make recommendations

Project Approach

Waf wpc project trident refit facility


Waf wpc project trident refit facility

Demand per Refit


300 WAFs

500 AWRs


Current State VSM

August 06

  • DAPs

  • (run report)

  • Frequency = 2/day

  • = MDCO (day)

  • = EB (night)


Delivered in batch every ½ day


(4) Print AWR

  • = MDCO Admin


Delivered by truck











Next Slide

(1) 2K Accepted

(2) Write AWRs

(3) Job Comp’d

(Procedure, not work is auth)

(4) Print TWDs

(5) Work Package Assy

(6) LWC Review & Approve WP

(7) AWC Review & Approve WP

  • = PMA

    r = 450 AWRs

  • = 29 Planners

  • = 450 AWRs

    LT = 20 Days

    CT = 2-4 Hours

    T = (Mel)

  • = Planners

  • = Library

  • = (8) WPCG

  • = 3 (on 8/15)

    LT = 2-4 hours

    CT = 15-20 min

    Qty = appx.45/day

  • (staple, sort by boat, write based

  • on what is in port)

  • = LWC

  • = 15-20/sup

    LT =

    In refit = 2 hrs

    1 week out – 1d

    other = 2d – 1.5months

    CT = 15 min.

    (3 min – 3 days)

    S = 10%

  • = AWC

    (can be multiple AWC’s)

  • = 12

    LT = 1 day

    CT = 15 min

    (3 min – 3 days)

    S = 15%

Waf wpc project trident refit facility


Current State VSM

August 06

Demand per Refit


300 WAFs

500 AWRs




4/6 Refit – 60 Tag outs All open 1 week into refit Delivered 5 WAFs/day Appx. 1 week lead time

(8) WPCG Give WAF to Boat/Log

(9) Boat Writes Tagout

(10) WPCG Reviews Written Tagout

(11) Boat

Sets Conditions

(12) WPCG Approves Tags (signs) and WAF



LT = 20 Days

CT = 2-4 Hours

T = (Mel)

When boat

triggers WPCG

When boat

triggers WPCG


Tag out

Non Tag out



(8) WPCG Prep Deliver WP to LWC



or LWC




(9) Shop Prep/on Standby

(7) AWC Review & Approve WP

  • = AWC

    (can be multiple AWC’s)

  • = 12

    LT = 1 day

    CT = 15 min

    (3 min – 3 days)

    S = 15%

  • = WPCG

    LT = 1.5 – 2 hours

    CT = 2 min

4/6 Refit – Non-Tag out 41 Delivered, appx. 3 days – 40 opened

Circle diagram

Circle Diagram

Circle diagram1

Circle Diagram

Circle diagram2

Circle Diagram

Circle diagram3

Circle Diagram




  • JFMM

  • TRFKB Ins. 4790.8A

  • MSSC Inst. 5215.1 Article 4000



Conducted interviews and

observed processes in:

  • WPCG

  • Shops

  • Planning



Team Developed 72 Objective Observations

addressing topics including:

  • What holds them back (constraints, interruptions, bottlenecks…)?

  • Where can and are mistakes being made?

  • Where is variation in processes?

  • Triggers – How do they know what to do, when?

  • Inventory

  • Best Practices

  • Records and Controls

Understanding the current state

WAF Process Before Most Recent Change


Shop had everything written/needed

No routing/dead time

WAF process moved faster

Only reviewed what you worked

SME write WAFs


FMA work complete not made

No distinguisher for intrusive/non-intrusive work

Overloaded boat with people

Larger number of WAFs

Ship doesn’t know when TRF works

Ship doesn’t know priority

Craftsmen waiting on ship for WAF

JFFM violation – work before authorized

Supervisors led to package job

No standard tracking method

Using unauthorized, working copy

Testing – ship is not triggered

Current State


Meet FMA Work Complete

Boat likes process for opening


Larger WIP Inventory

Shop doesn’t have all the jobs on PSR ie. Deferred, rework

Ship doesn’t know when TRF works

Craftsmen waiting on boat for WAFs

Supervisors don’t have control over package

No standard tracking method

Understanding the Current State



Disadvantages to Routing WAFs Too Early

  • Get lost

  • Out of sequence

  • Confuses priority

  • Inventory gets jammed

  • Using resources that can be used for immediate tasks at hand

  • Space – takes up

  • Revision/recall

  • Variation in processing



Based on observations,

team brainstormed 53 ideas and

grouped them into 4 categories:

  • High Impact – Easy to Implement

  • High Impact – Difficult to Implement

  • Low Impact – Easy to Implement

  • Low Impact – Difficult to Implement



High Impact – Easy to Implement

  • WAF/Package format – Color (or otherwise visually distinguish) coordinate packages by ship****

  • Priority - Prioritize WAFs for Ships Force and WPCG***

  • Deferred Work – Command ID deferred work and WPCG is informal – add WP to deferral slip routing; Trigger for WPGC to route deferred work packages**

  • WAF Content - Blanket WAF for welding grinding services**

  • Writing WAF’s - Create a non-tagout section in WPCG (Difficult if WPCG writing WAFs**

  • Training - Train S/F on WAF/WPCG every off crew**

  • Handoffs - Who pushes WAF on boat….Shipsup?....Refit Manager*

  • Database -Utilize current log system effectively*

  • Training - Training for GF’s and Supervisors on WAF process; WPCG provide training to shops*

  • Routing - Have a standard package holding area. Divided by Shop/ Non/working/working/awaiting open review*

  • Miscellaneous - Reduce inventory in WPCG. Route WAF’s 3 weeks prior to normal refit starts*

  • Handoffs - Utilize C/700 shuttle van to transport/puck-up packages

  • Package Processing - Route pen and ink changes, if required, along with original WAF, then update data bank

  • WAF Content - LWC verifies needed AWC’s – clarify instruction

  • Training - Initially, PMA trains all 12 crews

  • Routing - SF/Shop routing boxes set up by priority



High Impact – Difficult to Implement

  • Writing WAF’s - Create master WAF file (standardize WAFs); Standardized WAF’s for repetitive work and have LWC/AWC supervisors approval; Standardized WAF’s do not require routing review ******

  • “People” Layout - Co-locate Planning, QA, WPCG, Tech. Library, Refit Managers, ShipSup’s and engineers; Planners and WPCG become one ****

  • AWR Content - Initiate AWR designator section for listing intrusive and non-intrusive work, including a list of required WAFs for LWC and AWC. ( including nomenclature of tagout and non-tagout WAF’s)****

  • Writing WAF’s - SME’s write all WAF’s ( maintain in proven data base); Planner/LWC write WAF’s***

  • Database -Electronic tracking system (3)**

  • Database -Bar Coded tracking system (3)**

  • Boat - S/F set up Maintenance Operation Center (MOC) and designated officer**

  • AWR Content - Planner shall enter in the AWR a description of work to be performed for the authorizing officer and/or RAR to understand the scope of the work boundary and prepare /concur with the isolation established for this work and/or AWR’s must completely and thoroughly identify the scope of the work so the WAF would have clear and concise description so isolation boundaries are obvious**

  • Handoffs - Eliminate handoffs in the process – eliminate non-touch time by using electronic signatures, vice hand carrying*

  • Database - Triggers for opening WAFs*

  • Boat - Standardize Ships Force WAF process*

  • Boat - Ensure availability of designated S/F , Duty Officer or authorized stand-in for WAF initiation*

  • Package Processing - Link like work together on common WAF – Shipsup, Refit Mgr and EPCG review prior to ship arrival*

  • Writing WAF’s - Civilians in WPCG for continuity*

  • Miscellaneous - More Submarine “A” & “M” division personnel in WPCG*

  • Miscellaneous - Minimize inventory(push/pull system) (while boat is in refit, future refits packages should not be routed to shops until current refit is complete*

  • Boat - S/F has a production officer

  • Database -Go Electronic

  • Database -TRF work log (one database); Standardized and integrated tracking and reporting database

  • Database -WPCG track PSR to ensure all jobs have packages as well as delivery of packages to include deferred and new work; Discipline in LDS/PSR

  • Status - Shop keep track of packages as they get them (some use PSR, others use own means, some don’t use – standardize)

  • “People” Layout - Planner print/deliver AWR to WPCG

  • Transportation - Vehicles for WPCG

  • WAF/Package format - Get rid of loop-holes in instruction; Follow or revise WPCG instruction



Low Impact – Easy to Implement

  • Priority - Place visual priority designator flag on WAF as designated by PMA, WPMA and/or Refit Manager

  • Priority - Color code packages by priority

  • Priority - Set priorities or time limit to when packages need to be reviewed prior to start of refit

  • Handoffs - ShipSup assist in routing packages to/from boat

  • Handoffs - Initiate WPCG runner delivery/pickup time log at each routing station

  • Handoffs – Access Safe in WPCG for confidential reference material

  • Handoffs - WPCG mail route (same time each day)

  • People” Layout - ATIS access to WPCG

  • Transportation – High speed printer for Admin Bldg to eliminate DAPs (or difficult to implement depending on funding)

  • WAF/Package format – Visually distinguish packages by Refit

  • WAF Content - Standard terminology

  • WAF Content - Develop checklist to allow WPCG to QA WAF prior to delivery to shop

  • Routing - Single (large) designated drop-off point for WPCG ( incoming MDCO AWR’s/TWD’s)

    Low Impact – Difficult to Implement

  • Handoffs - Eliminate in & out boxes and work packaging. Keep work control. Reassign work package manpower to shops for putting packages together



  • 70% Rule of Thumb

  • 0-1 Boats in Port at time of project

  • Preconceived notions



Standardize wafs

Standardize WAFs


  • Manhours: LWC-20 minutes per WAFAWC – 15 minutes per WAF (ave. 1 AWC per WAF)

    • Total: ave. 35 minutes/WAF (# of WAFs)

  • Takes 30% of jobs out of open review during a regular refit – see WY and FL as examples

  • Lead time: 8 hours per shop routing time - currently. Go from 60-70 hours processing time to 33 hours total. (circle diagrams)

  • More turnstile vs. gate traffic (appx. 15 minutes)

  • Reduce inventory in shops = review processing

  • Reliable/consistent method

  • Minimize corrections reducing lead time and improving customer service (free up feedback from GF)

  • Will be a good platform for prioritizing/scheduling

  • Key: Check if master job scope changes


  • Implementation - Hader

  • Instruction – Lowe with advisors such as Mike Hebert, Dennis Kapparis, Dave Bliton

  • Shop 67H (Dave Bliton) and Shop 11 (Kapparis) to pilot project

Visual id of folders by boat

Visual ID of Folders by Boat


  • Timesaving, 10-15 minutes per supervisor per day

  • # Supervisors = 60

  • Real value: Assist with future prioritization


  • Lead: Butler

  • Advisor: Jun Byrd

Train s f on waf wpcg on every off crew

Train S/F on WAF/WPCG on Every Off Crew


  • Decreased daily S/F confusion on WAF processing (1 WPCG man-hour/day/boat)

  • Potential faster WAF processing


  • 1st 12 training sessions - Hader/Prescott

  • Training development – Butler

  • Continued training – Butler

Blanket waf for welding grinding service

Blanket WAF for Welding, Grinding Service


  • Reduce Number of WAFs by 20 per refit

  • Available for work immediately (up to 3 days)


  • Develop Hot Work Ticket - Dennis Kapparis

  • Develop Instruction – NSSC (CDM) with guidance from Dennis Kapparis

  • Implement – Dennis Kapparis

Add wpc to deferral slip routing

Add WPC to Deferral Slip Routing


  • Jobs won’t be overlooked (currently ave. 4/refit).

  • Reduce expediting and risk.


  • Provide notification of Deferral Slip to WPC – Sr. Chief K. Hendrix with Chief J. Johnston assist

  • WPCG Training – Chief Martin

  • Incorporate in instruction – Lowe

Use current work package data log more effectively

Use Current Work Package Data Log More Effectively


  • Currently – ___ people have access to Work Package Data Log

  • 95% of questions to WPCG have answers in WPC Data Log

  • All supervisors and GF can have access – give it to them

  • WPCG still point of contact if not in front of a computer – may not completely eliminate


  • Reduce 15-20 phone calls for 4 people per day in WPCG (1-1.5 hours/person)

  • Reduce time for gathering info (check log vs. contacting WPCG)


  • Martin

Training gf s and supervisors on waf process

Training GF’s and Supervisors on WAF Process


  • Quarterly training and gathering of improvement ideas

  • Currently 6-10 non-compliances per week

  • WPCG spends 1-2 hours/week arguing with supervisors


  • Less frustration

  • Better use of database

  • Understanding the reasons and improving compliance with system


  • Butler, Lowe

Access to safe in wpcg

Access to Safe in WPCG


  • Previously – 3 people able to access safe in WPCG

  • Improved – All Work Packaging plus 5 Work Control People


  • Reduce frustration

  • 1-2 hours/week for WPCG


  • Completed by Martin

Waf content checklist

WAF Content Checklist


  • Approximately 25 errors/refit (5 errors/100 WAFs)

  • 1 Error = 40 minutes plus ship time, (man hours, lead time, review time….) sometimes can be solved with pen & ink



Write prerequisites of awrs for ease of s f system isolation

Write Prerequisites of AWRs for Ease of S/F System Isolation


  • Not for PMRs. Corrective Maintenance is approximately 20%

  • Meet intent and effectiveness

    • Paradigm shift for planners and shop

    • Part of solution – meeting/cross-functional team


  • Reduce WAF errors

  • Reduce Ship’s errors

  • Reduce injuries and increase safety

  • Cost on planners and feedback from WPCG and Shops


  • Mike Hebert with

Waf wpc project trident refit facility

Barcoding & tracking of FWP/CWP’s, WAF’s and Work Packages(as plan B or secondary to other recommendations and scheduling project – may not be an issue)



  • Reduce time looking for location and status of documents

    • WPCG team – 8 man hours/day

    • PMA’s - 2 man hours/week

    • Supervisors – 1 hour/day

    • General Foremen - .5 hours/day

    • Refit managers – 2 (?)

    • Estimated overall impact: 500 man-hours/week


  • Mel

  • Check with Jeff Johnson

Create project work cell

Create Project Work Cell


  • Work Cell – Planners, WPCG, Ship Sups and Refit Managers

  • Define roles, responsibilities and interactions of Refit Managers, ShipSup, Eng, Planning, WPCG, Tech Library, QA… In writing and communicate

  • Meetings/Team training/Cross-functional understanding plus mechanism for ID and Transforming Improvement


  • Eliminate confusion at command - reduce duplication and gaps

  • Stop complaints and moaning

  • Better quality WAFs, service and morale


  • Need someone with management and technical understanding but neutral and can communicate/lead without repercussion (Management analyst or other – Kris Griffin, GT-JW, Gary Pond, Brian Logan, Brett Mounsey)

Overall estimated impact

Overall Estimated Impact

Thank you

Thank you

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