Heli-One, Ft Collins Engine VSM

5 - 7 August 2013

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Heli-One will become the center of excellence for engine repair and

overhaul

Mission

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Engine Shop VSM Objectives:• Reduce TAT and Labor hours to meet budget

VSM Objectives

Metrics Current TargetTAT (Arriel 2) 129 Days 45 Days

Labor Hrs (Arriel 2) 414 Hrs 320 Hrs

Productivity 77 % 80%

Volume (Eqe / mth) 7.1 9

TAKT Time 18.3 Hrs 14.4 Hrs

Expectations:• Identify opportunities to reduce TAT and labor hours• Eliminate dual process within processes• Establish standard for micro phases per variant, due to

AMOS• Establish TAKT Time and line balance• Highlight gaps within process

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Process Map

Arriel Processes Post AMOS

Arrival/Un-packaging & Inspection

Technical Arrival Insp.

AMOS Technical Receiving

NDI Metrology

Kitting Engine Test

Engine Assembly

ModuleAssembly

AMOS Decisions

Repair Orders

AMOS Entries & CM

Closure Shipping Logbook

Build

Fail/Rework

Pass

AMOS Heavy

Tech Report &

Quote

FinalInspection

CSO Invoicing

FinalPrep

AMOS Receiving

WorkscopeAD/SB Scrub

Engine Disassembly

Module Disassembly

Cleaning

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Engine Process Flow ChartPre-QuoteCurrent State – Pre Quote

Future State – Pre Quote

Pre Quote TAT = 75 Days

Pre Quote TAT = 55 Days

Process affected / changed during VSM

22 Kaizen Items IdentifiedTAT Reduction 20 days

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Engine Process Flow ChartPost-QuoteCurrent State – Post Quote

Post Quote TAT = 54 Days, Total Process TAT = 129 Days

Post Quote TAT = 49 Days, Total Process TAT = 104 Days

Future State – Post Quote

Process affected / changed during VSM

24 Kaizen Items IdentifiedTAT Reduction 5 days

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Team 1 Members: • Scott Piccoli-– Team1 Leader• Doug Whetstone• Bob Marsh• John Cleveland• Jonathan Sugiarto

• Cindy Hernandez• Justin Hofeling• Seth Covais• Darren Graves

Team 1 Pre-Quote

Team 1 Main Expectations:• Deep dive Pre Quote processes • Identify opportunities to reduce TAT and

labor hours• Identify Redundancies • Eliminate duplicate work within system• Identify opportunities to reduce TAT and

labor hours• Highlight gaps within process

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Kaizen NewspaperTeam 1

Team 1 Identified 22 Kaizen Items

Redundant notifications of engine arrivalReceiving will send 1 email - engine arrival will

no longer sendDoug 1

Redundency in taking pictures upon dock arrival and more pictures at tech receiving

pics will be taken upon dock arrival and put in shared folder with tech receiving

Bart 1

Low carts are being used to transfer mods/engine's to tech arrival and they have to transfer to high carts

Purchase 6 more high carts to use J ustin 1

CM projects are assigned after tech arrival is done and they have to write down time then manually input once CM Project

is open

Open CM project on engine once notification is rec'd from receiving

Cindy 1

Reference trees are too large and need to be organized Standardize reference trees Scott 1

Reference trees are taking 13 to 16 hrs to input at tech receiving

fix reference trees Scott 1

Workscope is done in Amos and excel - along with AD/SB scrub

Only complete in Amos Engineering 1

Too many workscope change requests givenadd partition to CM project to have traceability

on changesLeads 1

Need FWS Assy Tooling Purchase tooling Marcelo 1

MO1 Single Eng Stand Purchase/build engine stand Marcelo 1

Cust Chamber weld cuttingRelocate weld cutter from base maint to Maint

CenterJ ustin 1

MO1/MO5 toolingComplete list of additional tools needed - purchase or build. Time savings includes

walking time and borrowing toolingJ ustin/Marcelo 1

FWS disassy Disassemble the FWS at disassembly J ustin 1

Coupling Shaft cleaning Explore options of changing cleaning process J usting 1

Microscope available in NDI Buy microscope to put in NDI J arrett 1

Albert is not certified on ultrasonic inspectionGet certification so metrology guys do not

have to do thisSeth/Sue 1

No CMM machine Purchase CMM machine J arrett 1

Problem ID Action RESPONSIBLE TEAM

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Kaizen Before & AfterWork Scope

Eliminate duplication of work in Excel and AMOS for Work Scope Process

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Kaizen Before & AfterMetrology

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Team 2 Members:• Reuben Croft – Team2 Leader • Dale Boresen • Dave Ault• Scott McAlpine

• Mike Clapper

• Cesar Palermo• Jarrett McDowell• Pavle Djordjevic

Team 2 Post Quote

Team 2 Main Expectations:• Deep Dive Post Quote processes• Identify opportunities to reduce TAT

and labor hours• Identify Redundancies • Eliminate duplicate work within system• Highlight gaps within process• Review shop layouts

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Kaizen NewspaperTeam 2

Team 2 Identified 24 Kaizen Items

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Kaizen Before and AfterTest Cell Rework

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Kaizen Before and AfterModule Assembly

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Kaizen Before and AfterAssembly

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Kaizen Before and AfterModule Assembly

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Kaizen POU in Engine ShopStores

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Kitting Layout ChangeLocation From Hangar To Stores

Before After

Savings in Walking: 180K feet/ yr or 36 hrs per yr or $1760 per year.

• Kitting Staff walking 2.8K per day • Kitting will have visual and physical control • Hangar location allocated for future business

• Kitting Staff walking 4K per day • No visual and physical control over WIP• Need location for future business

Hangar

Stores

Stores

Stores

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Current and Future Line Balance

Issues:1. Over Takt time on Metrology2. MET M03 done by Lead Hand3. MET Manpower allocated to Assembly. 4. Over Takt time on Assembly M03.5. Waiting time in Disassembly/ Cleaning 6

days6. Waiting time in Metrology 30 days7. Priority work is given to 3rd party over

Fleet

Line Balance: Metrology & NDI Line Balance: Assembly

TAKT: 866 min

TAKT: 866 min

Action Plan:1. Add 1 person to rebalance work MET/

NDI2. MET/NDI all tasks under takt time3. Transfer 1 person from Cleaning to

Assembly. 4. Reduced over Takt time task to M03

Assy 5. Need studies on Lead Hands tasks.6. Disassembly will be reduced from 6 to 3

days 7. MET wip will be reduced from 30 to 15

days8. Level load work for 3P and Fleet

TAT Savings: 18 days

Current Current

Future Future

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Work Scope – Savings $31,752• Duplication of work in Excel and AMOS

Metrology – Savings $40,836 • Rebalance of the work to eliminate bottleneck

Kitting – Savings $22,932 • Kitting POU, Kitting cart lay-out, • Washer Kanban, Kanban monitoring by Repairable department using POU

Assembly – Savings $37,975• Additional Auto stack Tremos, Standalone Balancing Department• Quick Change Kaizen on Balancer machine • Database set up for Low Power failures. • Relocate Oil flow bench next to work station

Test – Savings $1,225• Additional tooling for Test and final prep• New layout to reduce walk time in test and Final

Identified OpportunitiesSummary Kaizen List

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Logbook – Savings $33,516• Complete Activity report in real time• Link Activity report to AMOS• Archive work during downtime

Final Inspection – Savings $51,891• Remove AMOS triple check from Inspection• Organize reference page to align with dispositions• Request save function during event initializer• Correct MRS before inspection• Barcode Workscope books • 8130 started and completed at Final inspection

Shipping – Savings $6,615• Print all shipping documents from AMOS only

Identified OpportunitiesSummary Kaizen List with Savings

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VSM Summary

Metrics Current Budget Futures SavingsTAT (Arriel 2) 129 Days

(est.)45 Days 104 Days 25 Days (19%)

Labor Hrs (Arriel 2) 414 Hrs 320 Hrs 354 hrs 60 hrs (15%)

Volume (Eqe / mth) 7.1 9 9 n/a

TAKT Time 18.3 Hrs 14.4 Hrs 14.4 hrs n/a

Total Saving of $242,000 per year