Lean Lessons Learned at Tobyhanna Army Depot

1. Lean Lessons Learnedat Tobyhanna Army Depot

2. Lean Lessons Learnedat Tobyhanna Army Depot “The Good, The Bad, and The ‘What The Heck Were We Thinking’” • Desired Outcomes: • Participants leave here with one or two ideas worth trying • Participants leave here able to avoid mistakes we’ve already made.

3. Lean Lessons Learnedat Tobyhanna Army Depot • Disclaimers: • We are less than perfect • We’ll address our warts -- this isn’t a marketing pitch • I’m sure we could learn from each of you • We’re getting better • We’re building on foundation built by others

4. Lean Six Sigmaat Tobyhanna Army Depot • Directorate of Productivity Improvement and Innovation • Established Oct 03 • 142 personnel • Total Approach to Continuous Process Improvement • Lean Six Sigma (3 divisions) • Quality (2 divisions) • Industrial Modernization Value Engineering Program Army Suggestion Program ISO Certification 6S

5. Lean Six Sigmaat Tobyhanna Army Depot • Employee Participation • FY06: 702 • FY07 YTD: 482 • FY07 Year End Projection: 738 • Total Since Inception: 2,175 (64%) • Lean Events • FY06: 179 • FY07 YTD: 124 • FY07 Year End Projection: 199 • Total Since Inception: 575 • Savings / Avoidance • FY06: $16.9M • FY07 YTD: $14.0M • FY07 Year End Projection: $18.6M • Total Since Inception: $61.0M 1 Master Black Belt, 8 Black Belts, 79 Green Belts Audited by TYAD IRAC Sep 06

6. Lean Six Sigmaat Tobyhanna Army Depot • 2006 Shingo Prize (Bronze) for AN/TPS-75 Radar System • 2007 Shingo Nominee: AN/TPQ-36 Firefinder Antenna Transceiver Group

7. Successful Lessons Learned“What’s worked for us.” • Bring all related functions together • LSS, 6S, ISO, Six Sigma, Quality, Process Engineering, Suggestion Program • Creates synergy (cliché, but true) • Cast a wide net • Process Improvement Specialists in production directorates • Managers and employees listen more to “their guys” • Sometimes messy, but more effective • Establish formal and informal networks • LSS Starpoints • LSS Starpoint Bulletins • Identify and recognize informal leaders • Share articles, success stories, problems, questions • Anchor LSS to the existing culture • Combine LSS with ISO audits, safety inspections, length of service, and CO’s Awards Walk Arounds • Sustainment Managers Credit: John Kotter, Leading Change

8. Successful Lessons Learned“What’s worked for us.” • Stock a million carrots and a handful of sticks • Certificates, photos, handshakes, e-mails, lanyards, coins, newspaper articles, meeting “recognition”, coffee and doughnuts • Lean model cells • NSPS objectives • A picture is worth a thousand e-mails • Punishment???? • Use Shingo to drive improvement • Great to win • Simply competing = improvement • Mock evaluations • 3rd party KITA • “This is really serious stuff!” • Lots of competitors in future • Win them over early • New Employee Orientation • New Supervisor Training • Formal training and Lean Keyword Cards

9. Successful Lessons Learned“What’s worked for us.” • Have a meaningful strategic focus • CO and Deputy CO • Supply chain • Industrial support shops • Non-traditional, but critical to all • Straight talk • FAQs and Pass Ups • “What’s the Union think about all this?” • “Why did Lean make me throw away a part?” • “You’re just going to cut my hours.” • “This is embarrassing.” • Take your own medicine • RIE on our own processes • Standard work for PII • 6S for PII

10. Painful Lessons Learned“What hasn’t worked for us.” • Muscling changes through • Rigid standardization • Running before crawling, e.g., high tech Production Control Board • Thinking you don’t need (some) outside consultancy • Focusing on “event week” versus 7 week cycle • Mixed messages “constant sustainment” versus “clean up for CG” • Facilitators stronger than Team Leaders • Assuming one “burning platform” for all • “We can staff develop this stuff.” versus “They’ve got to do it for themselves.” • Go easy on Toyota references

11. In Conclusion……….. It’s more about change management than it is about takt time calculations!