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Refit Close-out Lean VSM Project Trident Refit Facility Kings Bay, GA. Presenters: Refit Close-out Project Team September 08. Team. Debi Bemis Steve DeWitt Mike Hrivnak Ray LaFontaine Mike Litchfield Brett Mounsey. Danny Russell Cynthia Rucker Ernie Schwach Christine Smith

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Refit close out lean vsm project trident refit facility kings bay ga

Refit Close-outLean VSM ProjectTrident Refit Facility Kings Bay, GA

Presenters:

Refit Close-out Project Team

September 08


Team

Debi Bemis

Steve DeWitt

Mike Hrivnak

Ray LaFontaine

Mike Litchfield

Brett Mounsey

  • Danny Russell

  • Cynthia Rucker

  • Ernie Schwach

  • Christine Smith

  • Teresa Smith

  • Jill Winkelman


Project introduction
Project Introduction

OBJECTIVE

Reduce variation and ambiguity in refit close-out processes to provide

confidence in the accuracy of information and its sources

2008 GOALS

( show graph of future refits w/goals – progressing from end of project to May 09?)

Goal for closing out projects in real time and in conjunction with the schedule – beginning in November, seasoned by May 09

Reduce the number of jobs not closed out at end of refit in LDS by _____% this year

Reduce the number of jobs not closed out at end of refit in LDS by _____% by May 08

(or show graph of future refits w/goals – progressing from end of project to May 08?)

VISION

All paperwork is turned in and reconciled in real time according to job-specific schedule …thus upon boat departure/sea trials, all paperwork is turned in and reconciled.

Create a method for objectively assessing and displaying refit status (green, yellow, red) at any point during the avail


Significance
Significance

Benefits of closing out refits in real time:

Earlier planning of next refit, intelligent deferrals, elimination of replanning of numerous previously deferred jobs

What happens when not closed out:

Facility expands unnecessary time preparing

What is involved in closing out a refit :

Close out or defer AWR’s and CWP’s

Close out WAF’s – in LDS

Close out or defer ESR’s

ASR- generated through LDS

Official Refit Closeout Letter

4


Current state
Current State

Observations

What is the requirement? Close within 7 days of departure - JFMM

Average = 16 DAYS

5


Closing out a refit with respect to awr s and cwp s value stream map
Closing Out a Refitwith respect to AWR’s and CWP’s Value Stream Map

6


Closing out AWR’s & CWP’s during a Standard Refit Current State VSMTRFKB 16 Sept 08

AWR’s

AWR’s

AWR’s

AWR’s

AWR’s

Code 432

2%

30-40% corr maint, service routines, ALTS

60-70% PMR’s

= Code 432

LWC

Signs with Comments

  • Ship’s Force

  • LCPO’s

  • Div Officers

  • -3MC’s

  • Batch delivering AWR’s

  • from daily to once per refit

  • Refit Mgr, Ship Supt, Shop, PMA, Tank Coord – Mult roles check on status

ARRS

Review

-CKI

Signatures

Final Action Taken (FAT) code

Has job been issued

Man hours

Date

Rework = appx. 20%

ISIC

(NSSC delegated

to SUBMEPP)

Batching AWR’s daily to once/refit

Initiation to Action

Response Time:

1d, 152m –

5w, 1d, 27m

5m–

1w

5 min

1 hr – 2 weeks

10 min

1 hr – 2 weeks

5 min

1 day

2 min

5 min


Current state1
Current State

Observations

What causes delays

AWR’s not issued

Parts or material on order

Production

ESR’s

Growth

Testing

Waiting on QA

Rework

Waiting on installation of interference, paint or AWC

Waiting on paperwork

Lost paperwork

CK not complete (ALTs)

Hold jobs open to charge hours against it (can include time needed for clean up, de-staging and retooling)

8


Current state2
Current State

Observations

Refit in planning:

Work completed during last refit but not closed out

740/44 (Total of 37 425 jobs rolled in to next refit) 22 jobs + 15 jobs comped by planners that we don’t know if they were done or not

742/38 (Total of 62 425 jobs rolled in to next refit) 20 jobs that have action taken coded plus 42 jobs comped last refit (1 from 2006) that have no action taken (don’t know if they are deferred….)

9


Variation and Ambiguity in Processesobservations made through interviews with:General ForemenShop SuptsRefit MgrsShip Supts

10


Current state3
Current State

Question: Reasons you don’t want to close out jobs when they are complete:

(2) Want to use all their man hours (can include: sometimes need man hours for clean up, de-staging and retooling….)******

Still waiting on installation of interference, paint or AWC to finish.

Parts/material still on order

Boat work complete but shop still working

Jill’s “pie in the sky question” - Can the shops keep unused hours or a percentage of unused hours as incentive to close out and use/learn actual times? Can we do this in the name of designating the hours as an aggregate “holding area” for finishing jobs (i.e. cleaning a valve after new one has been replaced) in the interest of load leveling?

11


Current state4
Current State

Question: When do AWR’s go to the boat (for close out signature)?

When supervisor signs off he gives it to GF and whenever GF delivers

When ship sup delivers

(2) When job is complete and LPO is there to witness – sign off on the spot

Supt signs off and gives to GF who delivers daily to ship supt

Gives to ship supt daily

Saves until the end of the refit

When complete work, shop supt take it to boat for Ship to verify completion of job then sign their block on the AWR

Get them from shop in a pile, every day after 0900 meeting. If only have one, will wait until go down to the ship that day (930-1015).

If boat chief is not there, then ship supt keeps AWR

(Never give them AWR)

Scenario:

Looked at three AWR’s on a Ship Supt’s desk (representative scenario for most refits)

Recommendations:

(short term) LWC delivers LWC-signed AWR to Ship Supt by the following day’s production meeting; or the LWC gets signature from Ship’s Force upon completion of work then delivers to Ship Supt by the following day’s production meeting

(mid term) Consider ship’s force signing their part on a list or database instead of individual forms assuming that TRFKB uses recommended definition of work complete. Consider alternative to meet requirement of Ship’s Force concurrence of TRFKB’s work complete (investigate SNAP/RMAIS correlation/exceptions).

(long term) Make electronic and update in real time in a database

12


Current state5
Current State

Question: How do you track jobs?

PSR

Intrusive - When AWC signs off the WAF, they know interferences are reinstalled

Non-intrusive – direct communication and contact with the shops

Final ship check by supervisor or work leader

Supervisory job sight observation

Performance of second checks with senior mechanics

Stay abreast of job, go down and check, constantly call AWC

Contact AWCs and/or Ships force if they don’t know if it is done (i.e. testing)

Night sheets – physical board on the wall

Daily observation of the job

Recommendations:

Designate PSR as official tracking mechanism for job status

LWC’s update PSR status daily

13


Current state6
Current State

How does paper get lost?

If leave on the boat (ship sups) drop off. Former 3MC – said great time to sign AWR’s was at night. If chief grabs then goes and solves a different issue, then 3MC loses accountability.

Ship sups put down in a shop, then forget

Loss ______

What are the costs to not closing out jobs?

Determine who has the expectations/accountability for job close out by due date (7 days after sail) and give visibility (Recommend: Refit Mgr)

RO/PMA/Deputy PMA/Planning Officer/Business Manager/NSSC N4 - take action on poor performance within close out process

Late reconciliation

Late planning of new arrival

Recommendation

Standard process with roles and responsibilities (DH, PMA, SS, RM, _____410,____ - to _______

Include metrics in CO’s Brief

14


Esr process
ESR Process

Observations:

Pierside – can be managing 75-150 ESR’s in process at a time

Number of ESR’s are increasing due to the age of the fleet and major avails

Estimate 30 ESR’s in a standard refit

Estimate 2000 ESR’s per year and increasing

No link of ESR to AWR/JCN showing it is a liability

410 is jammed up at the end of a refit – getting departures turned around on a dime

Responses: typically 1 day

Work deferred may require a departure

Issue an effective list every week on all ESR’s established for refit (briefed in or resulting from)

Vision: Sign off ESR’s real time when work is complete

Recommendation:

Provide an automated link from ESR project file to 410/AWR’s

Make effective 410 list a part of the process

ESR work that needs to be deferred – put into correct refit

LWC signs ESR in real time and turns in

15


Future state
Future State

Other recommendations:

Ship Sup review of AWR should include review of comments

i.e. “don’t allow work not complete” or “work deferred” to be in remarks when closing an AWR

Per JFMM requirement ,NSSC take on current MDCO role of incoming to free up their capacity

Refit Manager designated as primary POC for Refit Close-out

Refit Manger Ship Supt be given close-out authority

SUBMEPP review post close-out

16



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