CAPT Red Hoover – Commanding Officer Mr. James D. Ward – Technical Director

Lean Six SigmaCase Study: MRAP

Lean Six SigmaCase Study: MRAP

October 2008

Matt Shapiro, LSS Black BeltKrista Walker, LSS Black Belt

Speed to CapabilitySpeed to Capability

Delivering Joint Interoperable Solutions to the Warfighter Through Engineering Excellence

Rapid PrototypingRapid Prototyping

Leveraging TechnologyLeveraging Technology

2

Why is Lean Six Sigma important?Why is Lean Six Sigma important?

• Federal government is pushing LSS

• Future contracts

• Just good business

3

Meeting Our Nation’s Demand SignalMeeting Our Nation’s Demand Signal

4

Strategic to TacticalStrategic to Tactical

MARCENT

Arrival in Theatre

SPAWAR Team Deprocessing

Building 1602 Government QA

Inspection

Monthly Vehicle Production Schedule

CENTCOM

NAVCENT

Monthly Vehicle and GFE Requirements

Building 1602 Station 2 Integration

Outbound Packing and Shipment

Staging

18 Days/Vehicle5.4 Days/Vehicle6.1 Days/Vehicle

Method of Shipment Determined and Planned

≈30 Days/Vehicle

Method of Shipment?

≈9 Days

GFE Suppliers

USMC, USN, and USA GFE

2 Days

28 Days

Completed Vehicles

Vehicles Contracted

PM MRAP—Vehicle Suppliers

Vehicle Integration Schedule

USMC, USN, and USA Vehicles

Inbound Stage Area Receiving and

Storage

11.6 Days/Vehicle

Building 1602 Station 1 Integration

6.1 Days/Vehicle

Daily Vehicle Transport Report

FIFO

Current Takt Time = 0.42 Days/VehicleFRP Takt Time = 0.07 Days/Vehicle

4

5

Initial Surge Exceeded Existing Capacity Initial Surge Exceeded Existing Capacity

•Suboptimal Flow

•No Standard Work Areas

•Suboptimal Line Balance

•Excess Change over time

•Suboptimal Standard Work

August 2007

6

Recipe for SuccessRecipe for Success

EMA Management

Government Management

Senior Management

ASN(RDA)

MARCORSYSCOM

NAVFAC

Workforce

Vehicle Manufacturers

DCMA

TRANSCOM

TACOM

Lean Six Sigma + =

50+ MRAPS Per Day

Process Improvement Team fully devoted to Lean Six Sigma activities:1 Lead Program Black Belt3 Execution Black Belts6 Green Belts1 MBB George Group Coach

7

Lean Six Sigma Line Design Lean Six Sigma Line Design

Station 1Station 1 Station 2Station 2

POUStorage

POUStorage 5 Hours 5 Hours

Final QA Inspection

GFEKits

GFE Kits

1

Point-of-Use Hardware

2 GFE Carts

3

TAKT Boards

Index Build Pace = 5 Hours Per Station

4

QA Line Checklist

Visual Line Analysis Visual Line Analysis

0 Hours

5 Hours

DATE/TIME ARRIVED AT STATION ONE:

___________________________________

VEHICLE INFO:

CATEGORY: CAT I BRANCH: ARMY___________

MANUFACTURER: GDLS ________ VEHICLE #: _______________________

LINE LEAD: __________________ /_____________________

Phase 1

Prep Work

Remove Digi-RackRemove Gun MountsRemove BATWING Brackets“A” Driver glove box

R

Prep Work

Grinding ROXTEC Caps Antenna Mounts BATWING Stud Shooting DVE Mounts Digi-Rack Duke BFT CPU Shock MountsDrilling BFT Mount Under Digi-Rack Center console (L Bracket kybd) 3 holes Duke Mount Bracket

££££

—££££££££—£££££

Systems

Power Systems 200 A Service Rhino power cablesAntennas Mount all antennas Mount BatwingROXTEC Run antenna cables 3916

DukeGPSBFT3512X-Wing104

DVE DVE Brackets (camera & display) DVE Cables Install Camera & DisplayVIC 3 Mount VIC boxes Interconnect VIC Cables V3 addressingDuke Mount Brackets Joystick/ keyboard Install cables Mount 2011 bracket/ antenna

R

—££—££—££££££££—£££—£££—££££

TRUCK MOVEMENT

Prepare Truck for Movement to STATION 2

Phase 2

Number of Techs at Station 1

NOTES

Disconnect Battery initials ______

0 Hours

VEHICLE INFO:

CATEGORY: CAT I _____ BRANCH: ARMY_________________

MANUFACTURER: GDLS________ VEHICLE #: _________________________

LINE LEAD: _______________________ / _____________________________

5 Hours

TASKS

Digi-Rack Pre-Wiring Bolt to Wall (ensure tightness) Weld Feet Run & Dress cables Run/ wire power cables to PDU Install CPU shock mount Install 104 radio baseBFT Mount DAGR Bracket

Antenna Switch Box Install CPU Run/ Dress CablesDuke Run/ Dress Cables Install Filter104 Power Control, Antenna Cables VIC Cable

R

—£££££££—££££—££—££

DATE/TIME ARRIVED AT STATION TWO:

___________________________________

Inspections In Work

LINE LEADSECTION LEADQUALITY ASSURANCEBUY OFF

R

££££

££££

TRUCK MOVEMENT

Prepare Truck for Movement to Vehicle PACK OUT

Phase 3

Phase 4

Phase 5

Number of Techs at Station 2

NOTES

Disconnect Battery initials ______

IPI

PowerPDU PowerAntenna Coupler

R

£££

TESTING

BFTDukeRadio CheckDVEVSWR

£££££

8

Lean Six Sigma StatusLean Six Sigma Status

• Total Projects Identified 57

• 7 Projects in progress

• 44 Completed

• 6 future events

Effort

Benefit

HighLow Med

High

Low

Med

49

35

54

22

20

50 32

60

55

66

40

31

25

6436

39

13

53

15

67

27

46

3 months

= Chartered

48

12

15

16

17

$ 100 K

$ 250 K

7

43

62

58

63

34

65

14

45

41

61

24

26

44

47

30

21

59

42

2

68

333

37

9

1

56

52

19

69

51

10

8

29

38

18

11

6

28

23

57

6 monthsEffort

Benefit

HighLow Med

High

Low

Med

Effort

Benefit

HighLow Med HighLow Med

High

Low

Med

High

Low

Med

49

35

54

22

20

50 32

60

55

66

40

31

25

6436

39

13

53

15

67

27

46

3 months

= Chartered

48

12

15

16

17

$ 100 K

$ 250 K

7

43

62

58

63

34

65

14

45

41

61

24

26

44

47

30

21

59

42

2

68

333

37

9

1

56

52

19

69

51

10

8

29

38

18

11

6

28

23

57

6 months

•Achieved 50 Integrated C4ISR Per day 5 Dec 2008

•3719 Completed 31 JAN 2008

•10,000 Competed 21 AUG 2008

Capacity exceeds demand

9

Lessons LearnedLessons Learned

• Senior Management Engagement is Key

• Inclusion of Subject Matter Expert (Worker) is critical

• Quick results – Challenge current conventions

• Standardized Work Flow is Critical

10

Transformation

January 2008 (50 per day)August 2007 (5 per day)

Questions?