Enterprise Transformation through Lean Six Sigma Deployment

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<ul><li> 1. Enterprise Transformation through Lean Six Sigma Deployment VADM Wally Massenburg, USN (Ret) 1 May 2008 F404 Case Study A Journey of Discovery</li></ul> <p> 2. Requirements/Risk Assessment CEOCHIEF EXECUTIVE OFFICER Providers COOCHIEF OPERATING OFFICER Sponsors CFOCHIEF FINANCIAL OFFICER NAVAL AVIATION ENTERPRISE RIGHT FORCE . . . RIGHT READINESS . . .RIGHT TIME. . . RIGHT COST . . . 3. OPERATING AS AN ENTERPRISE </p> <ul><li>SINGLE PROCESS OWNER</li></ul> <ul><li>SINGLE FLEET-DRIVEN METRIC:AIRCRAFTUNITS READY FOR TASKING AT REDUCED COST(CONTINUES TO MATURE) </li></ul> <ul><li>VALUES WHAT WE BELIEVE </li></ul> <ul><li><ul><li>FLEET READINESS </li></ul></li></ul> <ul><li><ul><li> COST-WISE (LESS $S) </li></ul></li></ul> <ul><li><ul><li>TIME ON WING (LESS STUFF) </li></ul></li></ul> <ul><li><ul><li>SPEED (LESS TIME IN MAINTENANCE) </li></ul></li></ul> <ul><li><ul><li>PEOPLE (CONTINUOUS IMPROVEMENT) </li></ul></li></ul> <ul><li>THREE MAIN FOCUS AREAS:</li></ul> <ul><li><ul><li>READINESS:TODAY, TOMORROW, AND FUTURE </li></ul></li></ul> <ul><li><ul><li>TOTAL FORCE READINESS (PEOPLE DIMENSION) </li></ul></li></ul> <ul><li><ul><li>COST MANAGEMENT</li></ul></li></ul> <p> 4. THE INSPIRATION # AIRCRAFT Where did the money go? 5. Basis for Process Improvement Lean Six Sigma 6. F404 I-Level Consolidation Metrics 7. F404 I-Level Consolidation Over-Arching Benefits </p> <ul><li>Eliminates I-1 training requirements </li></ul> <ul><li>Aligns sea &amp; shore duty billet skill sets (I-3 repairs mirrored at sea &amp; ashore) </li></ul> <ul><li>Utilizes manpower more efficiently with civilian workforce </li></ul> <ul><li>Creates local permanent resident experts with civilian workforce </li></ul> <ul><li>Eliminates high turnover of mechanics </li></ul> <ul><li><ul><li>Reduces lost time due to inexperience </li></ul></li></ul> <ul><li><ul><li>Reducesinfant mortality removals (TOW) </li></ul></li></ul> <ul><li><ul><li>Reduces production assembly variances </li></ul></li></ul> <ul><li>Increases projected reliability </li></ul> <ul><li><ul><li>Historically depot produced engines consistently had higher TOW than I-level sites </li></ul></li></ul> <ul><li><ul><li><ul><li>Depot MEFHBR 502 EFH FY00-05 </li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>Five major I-1 activities MEFHBR 398 EFH FY00-05 </li></ul></li></ul></li></ul> <ul><li><ul><li>All options support CNOs military manpower reduction goals </li></ul></li></ul> <p> 8. 9. FLEET-WIDE VISIBILITY READINESS FLIGHT HOUR PROGRAM 10. OVERARCHING READINESS AND SUSTAINMENTCONCEPT </p> <ul><li>Balance Capability and Availability @ Reduced Cost </li></ul> <ul><li>(Fleet Driven Metric) </li></ul> <ul><li>Supporting Metrics </li></ul> <ul><li><ul><li>Inventory (People and Stuff) </li></ul></li></ul> <ul><li><ul><li>Reliability </li></ul></li></ul> <ul><li><ul><li>Cycle Time Reduction </li></ul></li></ul> <ul><li><ul><li>$$ Total Cost (All Financial Stovepipes) </li></ul></li></ul> <ul><li>10 Integrated Logistics Support Elements</li></ul> <ul><li>(Where all the cost is borne) </li></ul> <p> 11. </p>