Applying Lean in a Military Environment - ACostE Lean in a Military Environment.pdf · Applying...
Transcript of Applying Lean in a Military Environment - ACostE Lean in a Military Environment.pdf · Applying...
Applying Lean in a Military Environment
Major Pat Burns REME MSc CEng MIET SO2 Engineering Standards (Plans)
HQ Director Electrical and Mechanical Engineering (Army)
REME’s Mission
“To Keep Operationally Fit Equipment in the hands of theUser”
“Keeping the punch in the Army’s Fist”FM The Viscount Montgomery of Alamein
Garrisons
Falklands
NepalCyprus
Germany
Gibraltar
Brunei
Military Assistance
GeorgiaBalkans
Operations
SierraLeone
NI
Congo
Kuwait
Afghanistan
Oman
REME Deployed (As at 1 Feb 08)
Iraq
Background - E2E Lean Pilots
• Land Depth Pilot Study - Warrior• Lean Warrior Depth Maintenance at ABRO• Effect• 45 Warriors returned to the Field Army• £1.5m saved on Materiel• 15-20% savings on labour demonstrated
Land Rebalancing Objective• Reconfigure logistic support to meet better the needs of expeditionary operationsActivities• Introduction of PEPs• Rebalance unit and formation ES and supply assets• Apply Lean techniques to 1st/ 2nd Line ES processes
• Rotary Depth Pilot Study – Lynx Depth• Lean depth support for Rotary Wing on-aircraft support at 7 Bn REME• Effect• Demonstrated potential to reduce manhours required by 21-39%• 16 aircraft liberated for front line
DMB Jul 03: “The tools and techniques of lean process design are to be applied to the End-to-End logistics support chain”
Areas Where Lean can be Applied to Equipment
Support
LONG TERM SUSTAINMENT
Base Overhaul
Modification & Upgrade Programmes
MEDIUM TERM SUSTAINMENT
BATUS Winter Refurb Programme
Operational Roulemont
INTER-MISSION EFFECT
Pause Between Tactical Engagements
IN-MISSION EFFECT
During Tactical Engagements
Freq/(Depth)
10 – 15 Years
(4 – 6 months)
Annual
(1 – 4 months)
2 – 3 days
(12 – 24 Hrs)
6 – 8 Hours
(2 Hours)
Lean CharacteristicsInput, Output & Processes Predictable & Standardised
Highly Unpredictable – one off repair
Civilian
Civ/M
ilM
ilitary
√
√
√
√
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Why Implement Lean?
• DEME(A) Development Agenda• Force Multiplier
– Proven Effectiveness – Applicable at all levels
• Training– Focused Training Opportunities– Known work content linked to competence– Real engineering opportunities for problem solving
• Efficiency– Improved processes– Reduced throughput time– Improved quality– Spares (less usage, better forecasting, link to PEPS)– Reduced inventory levels (eventually)
} = Increased Productivity
Lean Implementation in REME
End state: Lean thinking is used routinely throughout REME to maximise operational effect and improve the performance and quality of life of REME people
• Year 1 - Experimentation• Year 2 - Implementation• Year 3 - Consolidation• Year 4 - Adjust• Year 5 - Sustainment
Current Position
Lean Implementation Plan
HQ DEME(A)’s Implementation Plan enables a small team to deliver lean against 4 key lines of development.
Policy
Training
Lean Activities
Information
Lean Implementation Team
HQ DEME(A):SO2 Eng Stds - Maj Pat Burns(94251 2622)
REME Arms School:SO2 Lean - Maj Dave BurgessWO Lean – WO2 (AQMS) Proctor(94251 2519)
Lean Principles
Lean Tools:• Waste Awareness Tools• Workplace Organisation• Visual Management
Lean Techniques:• Flow Lines• Pit-stop
To this (continuous flow):Work Element
1Work Element
2Work Element
3
Dispatch
Men &Stores
•Demand driven•More efficient•Known repair depth•Training•Known resource requirements•No in inspection
StoresDemand 2
5
4
1
3
Inspect Repair
From this (spec repair):
Inspection
•Inspection intensive•Unknown resource bill•Inefficient•Frustrating
Men &Stores
Men &Stores
Repair
Flow Lines
Example 2 - Preparing DROPS for WFM Storage
Solution: 4 Bays x 4hr Takt
= 16 hrs TRT
2 lines, 14 men per line, 8 hrs prod per day = 4 vehs per day
Task: Prepare 101 Log Bde’s DROPS vehicles (91) for storage in TFSU Ashchurch by 4 Aug 06 and the remainder of 3 Div’s DROPS by 24 Sep 06.
Preparing DROPS for WFM Storage ….
Automatic replen of lineside spares buffer
Lineside spares buffer & STTE
Example 3 - WR Inter-Mission Rehab Using Pit Stop
• Think World Rally Car• Highly trained people• Specified tasks• Right tools• Right spares
ALL IN ONE PLACE…. CONCURRENT ACTIVITY
Analysis
45
15
30
15
15
30
15
30
15
60
75
45
45
30
30
30
15
30
30
30
30
45
•Gunners seat
•Commanders seat
•Hatches
•Turret external
•Firing circuit
•Traverse
•Commanders Raven sight
•Drivers ay Peri AV No.44
•Drivers Night Peri II L7AI
•Gunners Raven sight
•Drivers hatch
•Section periscope No. 30
•Rear door vision block
•Front of vehicle
•Sides of vehicle
•Rear of vehicles internal
•Drivers compartment
•Top of vehicles
•Front of vehicle
•Turret periscope No. 30
Armourer
Tech Elec
VM
TradeManpower requirement
Estimated repairtime (mins)
•Rarden
•Rear of vehicle external
Task
2
3
2
1
1
1
1
1
1
1
1
1
1
1
1
2
1
1
1
1
1
2
Work Balancing – Bay 1
Service Drivers Seat & Refit Pack
Clean & Service Seat
Belts
Rear light board brushes, Rear door wading catches & hinges
Check Mirror arms
Rear door
seal, rear bins
Renew in line fuel
filter
Running Gear incl Top Rollers/
Towing BollardsVM4
Check
rear door ram
Top up all damper
reservoirsCheck & Adj Brakes
Clean all
quick releas
e / reconnect pack
Change Fan
Filter
Check Mortar Hatch
Seal and hold open
device
VM3
Refit pack & Check
emergency Brake
Run up pack to working temp & check for leaks and gear operationChange Oil / Fuel / Trans Filters
Drain Eng / Trans
OilCheck Comd
Emergency Stop Operation then
Remove Pack / SG Check/Hull
Compartment check
VM2
Replace
Drivers Seat
Clean / renew fuel
sock / Battery tray lanyards &
pins
Service drivelineTop up eng/fan/trans oil
Remove Drivers
seat
Running Gear / Towing Bollards/
Track GuardsCREW1
(n)(m)(l)(k)(j)(i)(h)(g)(f)(b)(a)
180165150135120105907560Time minsSer 1515 30 45
(c) (d) (e)
Periscopes L7IIA & No
44
Rear Comp (RVB)
Dvrs HatchTasks as identified by electrical checks / sights.
Electrical Function Checks
TECH3
Turret Periscopes No 30 & 40
Rarden + Chain Gun
Cmdrs
Raven Sight
HatchesCmdrs SeatBuffer CheckARMR2
Turret ExtRarden + Chain Gun
Gnrs Raven Sight
Turret Interior
Gnrs SeatTraverseARMR1
(n)(m)(l)(k)(j)(i)(h)(g)(f)(e)(d)(c)(b)(a)
180165150135120105907560453015Time mins
Ser
Work Balancing – Bay 2
Ex UHLAN EAGLE Oct 05
Two vehicles at a time, 3 hour Takt time, 2 x takts.Crews swap over after 3 hrs to other vehicle = 2 Warriors serviced every 6 hours. In this case 4
vehicles complete every 6 hours.
Examples of Lean Activities• REME Battalion completed wheeled vehicle winter repair in Canada
2 weeks early in 2007 using flow lines
• BATUS Workshop reduced CRARRV refurbishment from 20 to 8 days 2007
• REME Battalion fitted Urgent Operational Requirements (modifications) to vehicles in Iraq using flow lines 2006
• 1 Kings REME – increased combat effectiveness of a of an armoured infantry unit (inter mission rehabilitation) by 16 -18% in 48 hours using pit stop Canada 2007
Examples of Lean Activities
• REME Battalion used VSA to reduce average armoured vehicle power pack regeneration time from 35.7 to 29 hours and freeing up manpower by 20%
• Centralised repair facility in Iraq increased throughput, reduced Equipment Support footprint, which allowed soldiers to be released from theatre
• Forward repair teams using pit stop in Afghanistan to maximise equipment availability in hostile and isolated locations
Lessons Learned
• Role of leaders in planning and problem resolution• Training is critical• Detailed planning is a crucial enabler – must invest
time up front and remember needs of soldiers• Timely provision of spares is critical - data capture• Facts are key - output standard• Challenge everything – not natural• Enthusiasm can lead to wrong outcomes• Lean is a long-term campaign – must maintain
momentum and monitor buy-in and competence• Must stay focussed on ‘Continuous Improvement’
Challenges
• Change management• Buy in:
– Top level– Middle– Shop floor
• Maintaining competence• Mission Command versus Continuous
Improvement• Operational environments• Sustainment
The Next Steps ….• Develop capability:
– Improve buy-in through focal group– Exploit Lean trained personnel that are embedded in
core business across the Corps– Continually review and develop training
• Continue to develop ES Materiel procedures
• Collate, validate and mandate best practice
• Maintain BATUS as an exemplar ES organisation
• Broaden the use of lean by identifying further opportunities ….
Closing thought -Rehabilitation Using Pit Stop
• Think World Rally Car• Highly trained people• Specified tasks• Right tools• Right spares
ALL IN ONE PLACE…. CONCURRENT ACTIVITY
QuestionsQuestionsMajor Pat Burns - 0118 9763622
Lean in REME
Arte et Marte - By Skill and by Fighting